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DOI: https://doi.org/10.34069/AI/2023.69.09.19
How to Cite:
Cherkasskyi, A., Lapchenko, I., Meloian, A., Kiian, A., & Pohribna, A. (2023). Leader's influence on the climate in the
team. Amazonia Investiga, 12(69), 216-226. https://doi.org/10.34069/AI/2023.69.09.19
Leader's influence on the climate in the team
Вплив лідера на формування клімату в колективі
Received: August 5, 2023 Accepted: September 30, 2023
Written by:
Andrii Cherkasskyi1
https://orcid.org/0000-0001-6227-3029
Inna Lapchenko2
https://orcid.org/0000-0001-6573-6789
Anait Meloian3
https://orcid.org/0000-0001-7201-5453
Andrii Kiian4
https://orcid.org/0000-0002-0372-5176
Alona Pohribna5
https://orcid.org/0000-0001-6711-342X
Abstract
This article analyses the influence of the leader
on the team climate in different fields of activity.
The article aims to determine the degree of
influence of the leader's personality on forming
the socio-psychological climate in teams from
various fields of activity. The study was
conducted with specialists from the IT sphere,
pedagogical sphere, medicine, and law
enforcement. Valid and reliable test methods
were used to obtain reliable data. The prevalence
of average indicators of leadership influence in
the studied samples has been empirically proven.
The tendencies of distribution of the components
of the leader's personality depending on the
sphere of professional activity were determined.
Тhe study results suggest that leadership skills
and organisational skills are the most important
factors influencing team climate in teams of
medical professionals and law enforcement,
while communication skills and emotional
intelligence are more important in teams of
teachers and IT specialists. The research
hypothesis has been confirmed. Prospects for
further scientific research include studying the
1
Candidate of Historical Sciences, Associate Professor, Department of Philosophy and Law, Management, Marketing and Public
Administration, Odessa National Technological University, Odesa, Ukraine. WoS Researcher ID: O-5822-2015
2
PhD of Psychology, Associate Professor, Department of Psychology, State University of Trade and Economics, Kyiv, Ukraine.
3
Candidate of Psychological Sciences, Professor, Department of Psychology, Faculty of Humanities and Economic Education, SHEI
“Donbas State Pedagogical University”, Sloviansk, Ukraine. WoS Researcher ID: H-4500-2018
4
Candidate of Psychological Sciences, Associate Professor, Department of Psychology, Faculty of Humanities and Economic
Education, SHEI “Donbas State Pedagogical University”, Sloviansk, Ukraine. WoS Researcher ID: HUR-0562-2023
5
Candidate of Psychological Sciences, Associate Professor, Department of Psychology, Faculty of Humanities and Economic
Education, SHEI “Donbas State Pedagogical University”, Sloviansk, Ukraine. WoS Researcher ID: HTP-0404-2023
Cherkasskyi, A., Lapchenko, I., Meloian, A., Kiian, A., Pohribna, A. / Volume 12 - Issue 69: 216-226 / September, 2023
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impact of different leadership styles on the
organisational climate of the team, as well as
expanding the research sample by involving
representatives of a broader range of specialities.
Keywords: leader, leadership, team, labour
collective, organisational climate.
Introduction
This article analyses the influence of the leader
on the team climate in different fields of activity.
Optimising the performance of labour collectives
is an essential task of modern organisational
psychology and management. The search for
ways to improve the efficiency of a work team
should be based on formal and informal
indicators of the success of group activities.
However, considering only quantitative, external
indicators of the team's success (e.g., profit, share
of goods produced, etc.) leads to a simplistic
attitude to the labour process. Ignoring the socio-
psychological mechanisms of team functioning,
it is impossible to find adequate answers to the
topical issues of the theory and practice of
economic and social processes.
Social climate is an essential characteristic of a
work team, as it reflects the level of cooperation
(Fisher et al., 2014) and the sustainability of
social bonds (Wang et al., 2022). Ignoring the
specifics of the psychological climate in an
organisation when planning activities can
significantly affect overall performance
(Rožman & Štrukelj, 2021). At the same time,
improving the social atmosphere in the team
leads to increased job satisfaction (Ahmad et al.,
2018). It has a positive impact on the overall
engagement of employees in the work process
(Albrecht et al., 2018).
In the context of organisational climate, it is
crucial to address the leadership issue. The study
of leadership creates the basis for optimising
processes of management and self-management,
improving team performance, achieving social
sustainability, and forming a more responsible
attitude to activities (Luedi, 2022). This
phenomenon is determined not only by a
particular personality but also by the social
environment (Bohl, 2019). Scientists explore the
relationship between leadership and
organisational climate (Amah & Ogah, 2021;
Kim & Park, 2020; Pérez-Vallejo &
Fernández-Muñoz, 2019; Riyanto & Mangandar,
2020). However, the study of the impact of
leadership on the organisational climate within
specific socio-cultural conditions remains
relevant. The relationship of specific leadership
qualities with the manifestations of the
organisational climate in a team has been studied
insufficiently.
Hence, the study’s relevance is determined by the
scientific and practical significance of the above
problem. The study aims to determine the degree
of influence of the leader's personality on the
socio-psychological climate in teams from
different fields of activity.
Research objectives:
1) to find out the conditions for the leader's
optimal influence on the organisational
climate of the working team;
2) to empirically determine the level of
leadership development in teams from
different fields of activity;
3) to analyse the impact of a leader’s different
qualities on the socio-psychological climate
in work teams.
Theoretical Framework or literature review
The organisational climate (socio-psychological
climate) is a consequence of the organisation
members' subjective perceptions of the work
environment. and the corresponding subjective
interpretations of social processes (Mutonyi et
al., 2020); collective perceptions of the system,
functions, and procedures of the institution (Tan
et al., 2021). This phenomenon reflects
employees’ perceptions of the psychological
aspects of the work environment and determines
satisfaction or dissatisfaction with the work
process (Puspitawati & Atmaja, 2019). The
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organisational climate is implemented through a
particular institution's work practices and social
procedures, which objectify the internal
experiences of the members interacting (Imran et
al., 2010). A favourable organisational climate is
based on a stable group structure and a
management system that considers team
members’ expectations (Ozsoy, 2022). The
general atmosphere of an organisation can be
formed both based on a generalisation of the
subjective perceptions and moods of group
members and based on a person’s activities
(Christian et al., 2009). Organisational climate is
a crucial component of an institution’s successful
functioning, as it directly affects the productivity
of departments and individual employees (Obeng
et al., 2021). So, in the context of organisational
climate research, the focus of scientists' attention
on the problems of group structure and the
subjective significance of relationships has been
revealed. At the same time, the influence of the
status distribution of interaction participants on
the climate remains insufficiently clarified.
Given the above information, leadership is an
essential component of organisational climate
formation.
Leadership is a process of social influence on
other people to achieve a common goal. At the
same time, a leader is a person who has the status
characteristics that allow him or her to change the
behaviour of others (Cartoon, 2022). By (2021)
defines the “leadership” concept as focusing on
common goals, responsibility, not a privilege,
and consistency with sustainable development
objectives. The essential qualities of a modern
leader are the ability to stimulate others to
achieve a goal, adequate assessment of the
community members' emotions, self-control,
empathy, communication and organisational
skills (Andreu et al., 2020).
It is worth studying the leader's personality
regarding the Big Five personality traits. In
particular, extroverted leaders are considered
more effective due to their focus on social change
(Gupta & Misangyi, 2018). However, other
scientific studies indicate that the performance of
an extrovert leader depends on the predominant
focus of the group’s activity (Arya & Sainy,
2017). Conscientiousness does not directly
impact the effectiveness of leadership influence
(Badura et al., 2020). There are also no direct
correlations between intelligence indicators and
the leader’s personality. It is suggested that too
thorough analysis of the problem may interfere
with the decisiveness of action (Antonakis et al.,
2014). A leader’s overconfidence can lead to
selfish group interaction strategies, which can
negatively affect social sustainability (Liu et al.
2017). The relationship between leadership
effectiveness and psychopathic personality traits
(lack of empathy, inability to feel guilt, etc.) is
also ambiguous. In particular, it is argued that
they do not have a clear negative impact on the
leader's performance (Landay et al., 2019).
Therefore, the results of a number of studies do
not provide a reason to single out an
unambiguous psychological portrait of the
leader. Thus, it makes it difficult to develop clear,
methodologically sound research plans. To
eliminate these limitations, it is advisable to more
clearly examine the role of the leader in the
context of intragroup relations. The results of
research on the relationship between leadership
and organisational climate deserve special
attention.
There are direct links between ethically oriented
leadership and a positive organisational climate
that minimises bullying and rejection in the
group (Christensen-Salem et al., 2021). Amah
and Ogah (2021) suggest that leadership is linked
to organisational climate through the degree of
development of a leader’s emotional intelligence.
Kim and Park (2020) prove transformational
leadership’s positive impact on improving the
team’s psychological climate. Riyanto and
Mangandar (2020) claim that leadership has no
clear impact on job satisfaction and
organisational climate.
Despite much theoretical material on the
problem, some aspects remain insufficiently
studied. In particular, a comparative analysis of
the impact of leadership on the organisational
climate in teams from different professional
fields requires increased attention.
Methods and Materials
An empirical study was planned and
implemented to achieve the aim and objectives of
the scientific research. Let us analyse its
components.
Stages of the Study
The study was planned and theoretically
substantiated in January- February 2023. This
stage involved analysing theoretical sources,
developing a general algorithm for research
actions, and selecting adequate methodological
tools. The research hypothesis was determined as
follows: the level of leadership skills and their
relationship with the socio-psychological climate
depends on the area of the team’s professional
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orientation. At this stage, the following
components of leadership influence were
identified: leadership abilities, communication
and organisational skills, personality orientation
to success, ability to control one’s own emotions
and understanding other people’s emotions
(Tyurina et al., 2022).
Empirical material was gathered in February-
April 2023 based on agreements with companies,
firms, and private and public institutions in Kyiv,
Odesa, Kharkiv, Sloviansk, Khmelnytskyi, and
Ivano-Frankivsk. Such a territorial distribution of
the sample confirms research representativeness.
Quantitative and qualitative data processing was
conducted in May-June 2023. We used statistical
methods and computer data processing to
confirm the research hypothesis.
The conclusions (July 2023) were drawn based
on a thorough study of the statistical analysis
results. To avoid subjectivity in interpreting the
results, an independent expert summarised the
authors’ assessments.
Tools
To analyse the components of leadership
influence, several diagnostic tools were used: the
methodology of studying leadership abilities by
E. Zharikov and E. Krushelnytsky; V. Sinyavsky
and B. Fedoryshyn’s methodology for studying
communication and organisational skills;
T. Ehlers research methodology for motivation to
succeed; the questionnaire, aimed at studying
indicators of volitional self-control; N. Hall’s
methodology, which determines the level of
emotional intelligence; Fiedler’s methodology
for finding out the social and psychological
climate in the team (Kokun et al., 2012). The
validity and reliability of the selected test
methods are confirmed by their use in previous
studies of the leadership phenomenon (Kokun et
al., 2012).
The sample consisted of specialists from various
work teams. We interviewed six IT teams (83
people); four teams of teachers working in
general secondary education (88 people); three
teams of doctors (78 people); and three teams of
the national police (84 people). The distribution
of samples was carried out with a focus on
verifying the research hypothesis. In the context
of the research objective, the respondents needed
to work in the same labour team.
The data was collected online (through the
Internet) and offline (live interaction) in a
friendly atmosphere. The diagnostic methods
involved announcing the aim of the study,
explaining the instructions in detail, and
motivating the participants to perform the test
tasks well.
Data analysis included percentage analysis,
graphical presentation of data, and Pearson
correlation analysis. The data were processed
using the SPSS.22 computer program.
The ethical criteria were met through the consent
to participate in the study, which included the
aim, conditions, and research progress. Particular
attention was paid to data privacy. The authors’
relatives and friends did not participate in the
study, which helped to avoid a conflict of
interest. The test tasks did not degrade the dignity
of the participants.
Results
The summary data of the empirical study were
presented in graphical form. Let’s analyse each
of the leadership components in the studied
samples.
The results of the study of leadership skills are
shown in Figure 1. In the sample of IT
specialists, the average rates prevail, a quarter of
the respondents showed low rates, and 10 % have
high leadership skills. In the sample of teachers,
about 10 % of respondents have high leadership
skills, while the percentages of the average and
low rates were distributed approximately equally
– about 45 % each. Medical professionals
showed the greatest dominance of average rates
of leadership skills (94.88 %). Almost 60 % of
law enforcement officers showed a low rate, and
36.9 % of police officers showed an average rate.
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Figure 1. Levels of leadership skills in the studied samples (%)
The results of the study of communication skills
are shown in Figure 2. In the sample of IT
professionals, the low and average rates were
distributed approximately equally with almost no
high rate. Teachers showed the highest rate
among the respondents, with 65.9 % of the
average rate, and almost absent low indicators.
The results of the sample of medical
professionals are similar to teachers’, but with a
larger share of average indicators of
communication skills. The majority of police
officers have an average rate, while a fifth of the
respondents showed a low rate. Only three law
enforcement officers showed high rates of
communication skills.
Figure 2. Levels of communication skills in the studied samples (%)
Trends in organisational skills are shown in
Figure 3. IT professionals showed almost equal
low and average rates, while only a few
individuals have high organisational skills. The
average rate of organisational skills significantly
prevails in the samples of teachers and healthcare
professionals. However, teachers have higher
organisational skills. Police officers have
similarly equal high and low rates
(approximately 15 %), while 70.24 % of
respondents showed average organisational
skills.
24,1
46,59
2,56
58,34
66,26
43,18
94,88
36,9
9,64 10,23 2,56 4,76
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A sample of IT professionals A sample of teachers A sample of medical
professionals A sample of police officers
Low rate Average rate High rate
43,37
10,23 6,41
20,24
48,2
65,9 78,2
76,19
8,43
23,87 15,39 3,57
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A sample of IT professionals A sample of teachers A sample of medical
professionals A sample of police officers
Low rate Average rate High rate
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Figure 3. Levels of organisational skills in the studied samples (%)
Success orientation is an essential component of
a leader’s personality, as it creates the basis for
the compelling motivation of group members to
achieve the goal (Figure 4). Most respondents
have high (34.94 %) and medium (61.45 %) rates
of this motivational component. Only a few
people have low rates. In the sample of teachers,
7.95 % have high rates, 20 % showed a low rate,
while the average level of success orientation
significantly prevails. Healthcare professionals
and police officers showed mostly average rates
(over 90 %). At the same time, there are few
respondents with high and low rates. The group
of healthcare professionals does not include
individuals with a high level of orientation to
success.
Figure 4. Levels of orientation to success in the studied samples (%)
Volitional self-control is an important aspect of
leadership that involves the regulation of one’s
own emotions in interpersonal interaction
(Figure 5). In the sample of IT professionals,
about 60 % of respondents are characterised by
average rates, about 25 % have low rates of self-
control, 14.46 % of IT-specialists showed high
level. Teachers have mostly average rates, but the
percentage of people with a low rate is 35.23 %.
Medical professionals and police officers
(84.62 % and 71.43 %) showed the highest
average rates of volitional self-control. However,
45,78
2,27 2,56
15,48
50,6
82,95 93,59 70,24
3,62 14,78 3,85 14,28
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A sample of IT professionals A sample of teachers A sample of medical
professionals A sample of police officers
Low rate Average rate High rate
3,61
19,32
5,13 2,38
61,45
72,73 94,87 92,86
34,94
7,95 04,76
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A sample of IT professionals A sample of teachers A sample of medical
professionals A sample of police officers
Low rate Average rate High rate
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medical professionals have the highest rates of
volitional self-control. Few medical professionals (2,56 %) and police officers
(5, 95 %) showed low rates.
Figure 5. Levels of volitional self-control in the studied samples (%)
Emotional intelligence is the basis for
understanding other people and the effectiveness
of leadership influence (Figure 6). IT
professionals have an even distribution of people
with medium and low rates. In contrast, teachers
have the highest emotional intelligence rates.
Representatives of the medical sector and law
enforcement agencies have average rates of
emotional intelligence. At the same time, police
officers showed low rates of emotional
intelligence. In general, the study of emotional
intelligence is quite similar to research results on
communicative skills.
Figure 6. Levels of emotional intelligence in the studied samples (%)
Individual perceptions of the organisation’s
psychological climate in the surveyed samples
are shown in Figure 7. In all the surveyed
samples, there is a predominance of perceptions
of an average rate of climate favourability. The
percentage of people who consider the
organisational climate of their teams to be
favourable is minimal. Most teachers perceive
25,3 35,23
2,56 5,95
60,24
59,09
84,62 71,43
14,46 5,68 12,82 22,62
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A sample of IT
professionals A sample of teachers A sample of medical
professionals A sample of police
officers
Low rate Average rate High rate
45,78
10,23 8,98 17,86
49,4
65,9 76,92
79,76
4,82
23,87 14,1 2,38
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A sample of IT
professionals A sample of teachers A sample of medical
professionals A sample of police
officers
Low rate Average rate High rate
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the psychological climate as an unfavourable
climate. All the teams of IT professionals,
healthcare professionals and police officers
studied showed an average rate of climate
favourability. One team of teachers indicated
organisational climate as unfavourable; the other
three teams showed average rates of favourable
organisational climate (Table 1).
Figure 7. Perception of social and psychological climate in the studied samples (%)
Table 1.
Matrix of correlation of manifestations of the team’s socio-psychological climate with components of
leadership influence
Parameters of the
leader’s personality
Team climate
A sample of IT
professionals
A sample of
teachers
A sample of
medical
professionals
A sample of
police officers
Leadership skills
0,113
0,126
0,459**
0,411**
Communicative skills
0,398**
0,349*
0,122
0,056
Organisational skills
0,012
0,187
0,296*
0,512**
Success orientation
0,003
0,123
0,196
0,049
Volitional self-control
0,043
0,098
0,199
0,182
Emotional intelligence
0,423**
0,486**
0,032
0,106
Pearson’s correlation analysis was used to
confirm the research hypothesis. Let’s consider
the identified relationships for each of the studied
parameters. Significant relationships between
leadership skills and indicators of the team’s
social and psychological climate were found in
the groups of medical professionals and police
officers. Similar trends are evident in the
correlation coefficients between organisational
skills and organisational climate.
Communicative skills and emotional intelligence
are significantly related to organisational climate
in IT professionals and teachers. Orientation to
success and volitional self-control do not
significantly correlate with team climate
indicators in any of the samples studied.
Discussion
The average indicators of leadership influence
components dominate in the studied samples.
The sample of IT professionals is characterised
by the prevalence of average and low rates of
leadership skills, underdeveloped
communication skills, organisational skills, and
emotional intelligence, combined with a strong
focus on success. Unformed leadership skills and
volitional self-control characterise the sample of
teachers, with a predominance of average
indicators of organisational, communicative
skills and emotional intelligence. The sample of
healthcare professionals is dominated by average
indicators of all the studied parameters, which
may potentially indicate a lack of leadership
competence. The sample of police officers is
2,4
21,59
5,13 2,38
97,6
72,73
89,74 94,05
05,68 5,13 3,57
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A sample of IT
professionals
A sample of teachers A sample of medical
professionals
A sample of police
officers
Unfavourable climate Average level of climate favourability Favourable climate
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characterised by unformed leadership skills,
average and low communication and
organisational skills and emotional intelligence.
The differences between the leadership structure
are explained by the specifics of professional
activity, dominant social expectations and social
roles in a particular profession. The absence of a
clearly defined favourable climate in all the
groups studied can be explained by the general
instability of Ukrainian society and the
uncertainty of living conditions associated with
the Russian-Ukrainian war. Leadership and
organisational skills determine the organisational
climate in teams of medical professionals and
law enforcement officials due to stricter
regulation of these spheres and their relatively
higher stress levels. Communicative skills and
emotional intelligence significantly impact the
organisational climate in the samples of teachers
and IT professionals due to the greater
importance of team communication for these
professions.
We agree with the conclusions about the
importance of the organisational climate for
employees’ practical professional activities
(Rožman & Štrukelj, 2021). We also support the
idea of practical possibilities for optimising
group activities, which are revealed by scientific
research on the leadership phenomenon (Luedi,
2022). The leadership influence is determined by
the characteristics of the social environment,
both globally and in the context of the
functioning of specific social groups (Bohl,
2019). The correlation between job satisfaction
and organisational climate (Puspitawati &
Atmaja, 2019), explains the lack of a favourable
climate in the studied samples. It is also
reasonable that the climate of a particular
organisation depends on the specifics of the
institution’s social procedures (Imran et al.,
2010). At the same time, the findings may
partially contradict the conclusions about the
leader’s qualities (Andreu et al., 2020), as
communication and organisational skills and the
ability to understand emotions had correlation
coefficients of different significance in different
samples, and no significant relationships were
found at all in terms of success orientation and
self-control. The contradictions are explained by
the fact that the conclusions about the leader’s
qualities were made for a sample of students
while we studied professional teams. The data on
the relevance of emotional intelligence for the
team’s organisational climate (Amah & Ogah,
2021) were partially confirmed. At the same
time, it is worth mentioning that leadership has
no apparent influence on organisational climate
(Riyanto & Mangandar, 2020). Democratic,
ethically oriented leadership is indeed linked to a
favourable organisational climate
(Christensen-Salem et al., 2021; Gryshchenko et
al., 2022), but it requires further empirical
clarification. The same applies to the findings on
the positive impact of transformational
leadership on team climate (Kim & Park, 2020).
Limitations
Obtaining more accurate data would require
covering a more comprehensive range of
specialists in various fields, including the
military.
Conclusions
The relevance of studying the leader’s influence
on the organisational climate is determined by
the need to clarify the existing results of
empirical research and find ways to optimise the
effectiveness of professional activity. Based on
the analysis of theoretical sources, it was found
that the main conditions for a leader’s positive
influence on the organisational climate are the
ethical justification of leadership influence, the
leader’s developed emotional intelligence, and
the focus on structural changes. The
predominance of average indicators of leadership
influence in the studied samples has been
established. The prevalence of an average rate of
leadership skills, underdeveloped
communication skills, organisational skills,
emotional intelligence, and a solid orientation to
success characterises the sample of IT
professionals. Unformed leadership skills,
volitional self-control, prevalence of average
indicators of organisational, communicative
skills and emotional intelligence characterise
teachers. The sample of healthcare professionals
is dominated by average indicators of all the
studied parameters. Unformed leadership skills,
prevalence of average and low communication
indicators, organisational skills and emotional
intelligence characterise the sample of police
officers. The average level of favourable
organisational climate dominates in the studied
teams. Leadership skills and organisational skills
determine the organisational climate in the teams
of medical professionals and law enforcement
officers. Communication skills and emotional
intelligence significantly impact the
organisational climate in the samples of teachers
and IT specialists. The hypothesis of our study
has been confirmed. The study results open up
opportunities for optimising professional
performance in work teams. In particular, the
empirical data obtained can serve as a basis for
developing leadership training depending on the
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field of activity. Prospects for further research
are to study the impact of different leadership
styles on the organisational climate, as well as to
expand the research sample by involving
representatives of a broader range of specialities
in the study.
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