Suchergebnisse

Innovation is important for the achievement of the UN Sustainable Development Goals, including those related to peace and justice, as well as strengthening defence and security institutions. In view of innovation and the creation of an innovative environment, the influence of leaders not only on the innovativeness of employees, but also of the organization as a whole, is considered one of the most prospective areas of future research. This article explores the influence of leadership behaviour (support for innovation, delegating, intellectual stimulation, and rewards) of top (sample size N = 275) and middle (sample size N = 891) management on the innovative behaviour of military officers. The empirical validation of the selected four leadership behaviours is based on the methodology of quantitative sociological research—a questionnaire. Research results show that strong and statistically significant correlation relationships were established at the level of top managers (commanders) between such factors as Intellectual Stimulation and Delegating, Rewards and Delegating, Delegating and Support for Innovation, as well as Support for Innovation and Rewards. Meanwhile, for middle-level managers (military officers) two strong relationships were found between such factors as Rewards and Delegating, and Delegating and Support for Innovation. Analysis of the compatibility of opinions showed that although commanders and military officers both appreciate the leadership behaviours of the top and middle management of the Lithuanian Armed Forces, it was also found that commanders are more positive about the opportunity to offer new ideas at their military unit. Furthermore, they are more positive about the statement that leadership grants them the right to take decisions and implement them, and they are also more positive about taking the initiative, when they feel support for innovation. The identified difference in the leadership behaviours of top and middle management leads to the conclusion that, at different hierarchical levels of leadership, innovative behaviour of subordinates is influenced differently in the innovation promotion process in the Lithuanian Armed Forces.

Innovation is important for the achievement of the UN Sustainable Development Goals, including those related to peace and justice, as well as strengthening defence and security institutions. In view of innovation and the creation of an innovative environment, the influence of leaders not only on the innovativeness of employees, but also of the organization as a whole, is considered one of the most prospective areas of future research. This article explores the influence of leadership behaviour (support for innovation, delegating, intellectual stimulation, and rewards) of top (sample size N = 275) and middle (sample size N = 891) management on the innovative behaviour of military officers. The empirical validation of the selected four leadership behaviours is based on the methodology of quantitative sociological research—a questionnaire. Research results show that strong and statistically significant correlation relationships were established at the level of top managers (commanders) between such factors as Intellectual Stimulation and Delegating, Rewards and Delegating, Delegating and Support for Innovation, as well as Support for Innovation and Rewards. Meanwhile, for middle-level managers (military officers) two strong relationships were found between such factors as Rewards and Delegating, and Delegating and Support for Innovation. Analysis of the compatibility of opinions showed that although commanders and military officers both appreciate the leadership behaviours of the top and middle management of the Lithuanian Armed Forces, it was also found that commanders are more positive about the opportunity to offer new ideas at their military unit. Furthermore, they are more positive about the statement that leadership grants them the right to take decisions and implement them, and they are also more positive about taking the initiative, when they feel support for innovation. The identified difference in the leadership behaviours of top and middle management leads to the conclusion that, at different hierarchical levels of leadership, innovative behaviour of subordinates is influenced differently in the innovation promotion process in the Lithuanian Armed Forces.

Innovation is important for the achievement of the UN Sustainable Development Goals, including those related to peace and justice, as well as strengthening defence and security institutions. In view of innovation and the creation of an innovative environment, the influence of leaders not only on the innovativeness of employees, but also of the organization as a whole, is considered one of the most prospective areas of future research. This article explores the influence of leadership behaviour (support for innovation, delegating, intellectual stimulation, and rewards) of top (sample size N = 275) and middle (sample size N = 891) management on the innovative behaviour of military officers. The empirical validation of the selected four leadership behaviours is based on the methodology of quantitative sociological research—a questionnaire. Research results show that strong and statistically significant correlation relationships were established at the level of top managers (commanders) between such factors as Intellectual Stimulation and Delegating, Rewards and Delegating, Delegating and Support for Innovation, as well as Support for Innovation and Rewards. Meanwhile, for middle-level managers (military officers) two strong relationships were found between such factors as Rewards and Delegating, and Delegating and Support for Innovation. Analysis of the compatibility of opinions showed that although commanders and military officers both appreciate the leadership behaviours of the top and middle management of the Lithuanian Armed Forces, it was also found that commanders are more positive about the opportunity to offer new ideas at their military unit. Furthermore, they are more positive about the statement that leadership grants them the right to take decisions and implement them, and they are also more positive about taking the initiative, when they feel support for innovation. The identified difference in the leadership behaviours of top and middle management leads to the conclusion that, at different hierarchical levels of leadership, innovative behaviour of subordinates is influenced differently in the innovation promotion process in the Lithuanian Armed Forces.

Innovation is important for the achievement of the UN Sustainable Development Goals, including those related to peace and justice, as well as strengthening defence and security institutions. In view of innovation and the creation of an innovative environment, the influence of leaders not only on the innovativeness of employees, but also of the organization as a whole, is considered one of the most prospective areas of future research. This article explores the influence of leadership behaviour (support for innovation, delegating, intellectual stimulation, and rewards) of top (sample size N = 275) and middle (sample size N = 891) management on the innovative behaviour of military officers. The empirical validation of the selected four leadership behaviours is based on the methodology of quantitative sociological research—a questionnaire. Research results show that strong and statistically significant correlation relationships were established at the level of top managers (commanders) between such factors as Intellectual Stimulation and Delegating, Rewards and Delegating, Delegating and Support for Innovation, as well as Support for Innovation and Rewards. Meanwhile, for middle-level managers (military officers) two strong relationships were found between such factors as Rewards and Delegating, and Delegating and Support for Innovation. Analysis of the compatibility of opinions showed that although commanders and military officers both appreciate the leadership behaviours of the top and middle management of the Lithuanian Armed Forces, it was also found that commanders are more positive about the opportunity to offer new ideas at their military unit. Furthermore, they are more positive about the statement that leadership grants them the right to take decisions and implement them, and they are also more positive about taking the initiative, when they feel support for innovation. The identified difference in the leadership behaviours of top and middle management leads to the conclusion that, at different hierarchical levels of leadership, innovative behaviour of subordinates is influenced differently in the innovation promotion process in the Lithuanian Armed Forces.

Innovation is important for the achievement of the UN Sustainable Development Goals, including those related to peace and justice, as well as strengthening defence and security institutions. In view of innovation and the creation of an innovative environment, the influence of leaders not only on the innovativeness of employees, but also of the organization as a whole, is considered one of the most prospective areas of future research. This article explores the influence of leadership behaviour (support for innovation, delegating, intellectual stimulation, and rewards) of top (sample size N = 275) and middle (sample size N = 891) management on the innovative behaviour of military officers. The empirical validation of the selected four leadership behaviours is based on the methodology of quantitative sociological research—a questionnaire. Research results show that strong and statistically significant correlation relationships were established at the level of top managers (commanders) between such factors as Intellectual Stimulation and Delegating, Rewards and Delegating, Delegating and Support for Innovation, as well as Support for Innovation and Rewards. Meanwhile, for middle-level managers (military officers) two strong relationships were found between such factors as Rewards and Delegating, and Delegating and Support for Innovation. Analysis of the compatibility of opinions showed that although commanders and military officers both appreciate the leadership behaviours of the top and middle management of the Lithuanian Armed Forces, it was also found that commanders are more positive about the opportunity to offer new ideas at their military unit. Furthermore, they are more positive about the statement that leadership grants them the right to take decisions and implement them, and they are also more positive about taking the initiative, when they feel support for innovation. The identified difference in the leadership behaviours of top and middle management leads to the conclusion that, at different hierarchical levels of leadership, innovative behaviour of subordinates is influenced differently in the innovation promotion process in the Lithuanian Armed Forces.

The article presents the activities of the History Section of the Society of Military Sciences by also looking back at the predecessor of this organization – short-lived Society of the Founders of Military Sciences and some fragmentary information about its functioning. It addresses the activities of the individuals who initiated the research in military history during the interwar period under the umbrella of the society. The persons who took an active part in the (Military) History Section are identified; their academic interests as well as potential research fields and achievements are discussed in the article. At the same time, the article reveals the stagnation of the activities of the Society of Military Sciences and also its History Section about five years after its establishment and the eventual similar period of vegetation when the organization practically ceased to function and was incorporated into the Lithuanian Officers' Club.

The article presents the activities of the History Section of the Society of Military Sciences by also looking back at the predecessor of this organization – short-lived Society of the Founders of Military Sciences and some fragmentary information about its functioning. It addresses the activities of the individuals who initiated the research in military history during the interwar period under the umbrella of the society. The persons who took an active part in the (Military) History Section are identified; their academic interests as well as potential research fields and achievements are discussed in the article. At the same time, the article reveals the stagnation of the activities of the Society of Military Sciences and also its History Section about five years after its establishment and the eventual similar period of vegetation when the organization practically ceased to function and was incorporated into the Lithuanian Officers' Club.

Moral principles and norms of the society have to be the orientation for the human - being to behave in the right way as well as they are the reflection of human behaviour, conscious and relations. The difference between the ideal and the reality is creating the issues of morality. Moral issues were and they still are very interesting for the society and for military forces in particular. In the period of 1918-1940 Lithuanian military forces were creating their traditions and customs. But they were forming only traditional rituals without understanding of their meanings. Lithuanian higher officers and commander were trying to form military conscious but it was too difficult task for Lithuanian Army in such short period of Lithuanian independency. Other way the most educated officers tried to describe the main principles of military ethics and to understand the meaning of real professional moral values and military honour.[.]

Moral principles and norms of the society have to be the orientation for the human - being to behave in the right way as well as they are the reflection of human behaviour, conscious and relations. The difference between the ideal and the reality is creating the issues of morality. Moral issues were and they still are very interesting for the society and for military forces in particular. In the period of 1918-1940 Lithuanian military forces were creating their traditions and customs. But they were forming only traditional rituals without understanding of their meanings. Lithuanian higher officers and commander were trying to form military conscious but it was too difficult task for Lithuanian Army in such short period of Lithuanian independency. Other way the most educated officers tried to describe the main principles of military ethics and to understand the meaning of real professional moral values and military honour.[.]

Moral principles and norms of the society have to be the orientation for the human - being to behave in the right way as well as they are the reflection of human behaviour, conscious and relations. The difference between the ideal and the reality is creating the issues of morality. Moral issues were and they still are very interesting for the society and for military forces in particular. In the period of 1918-1940 Lithuanian military forces were creating their traditions and customs. But they were forming only traditional rituals without understanding of their meanings. Lithuanian higher officers and commander were trying to form military conscious but it was too difficult task for Lithuanian Army in such short period of Lithuanian independency. Other way the most educated officers tried to describe the main principles of military ethics and to understand the meaning of real professional moral values and military honour.[.]

Moral principles and norms of the society have to be the orientation for the human - being to behave in the right way as well as they are the reflection of human behaviour, conscious and relations. The difference between the ideal and the reality is creating the issues of morality. Moral issues were and they still are very interesting for the society and for military forces in particular. In the period of 1918-1940 Lithuanian military forces were creating their traditions and customs. But they were forming only traditional rituals without understanding of their meanings. Lithuanian higher officers and commander were trying to form military conscious but it was too difficult task for Lithuanian Army in such short period of Lithuanian independency. Other way the most educated officers tried to describe the main principles of military ethics and to understand the meaning of real professional moral values and military honour.[.]

Purpose – to examine how should the human resource policies in uniformed services interact with vocational training and higher education policy. Also, it's important to analyze, whether the vocational training / higher education of prospective officers is sufficient and effective. Uniformed services perform vital functions to the state and society, and they need personnel, which is both highly trained and educated, but also loyal.

This paper analyses the issue of referencing military service qualifications of the Republic of Lithuania to the Lithuanian Qualifications Framework. This referencing is important due to many reasons, starting from the objective needs of establishment and development of professional military service and formation of the military reserve and ending with the needs of vocational integration of retired soldiers and officers. The research was executed by analysing scientific literature and documents, as well as executing comparative analysis of the descriptors of duties and obligations of the military officers and soldiers with the descriptors of the Lithuanian Qualifications Framework. The analysis of scientific literature provided information on the theoretical preconditions of the referencing of military service qualifications to the National Qualifications Framework. The analysis of documents was helpful in disclosing the existing institutional and legal preconditions for this referencing process. Comparison of the descriptors of duties and obligations of the military officers and soldiers with the descriptors of the Lithuanian Qualifications Framework helped to identify and to test the criteria of referencing of military service qualifications to the Lithuanian Qualifications Framework. One of the most important issues to be considered when referencing military service qualifications to the National Qualifications Framework is the duality of military qualifications and the training process leading to these qualifications. Most of the military qualifications consist of the professional qualification required for the performance of functional duties and the rank indicating the hierarchical position and related responsibilities. The training process, accordingly, consists of the training required to obtain certain rank and the training needed for the acquisition of professional qualification.[.]

This paper analyses the issue of referencing military service qualifications of the Republic of Lithuania to the Lithuanian Qualifications Framework. This referencing is important due to many reasons, starting from the objective needs of establishment and development of professional military service and formation of the military reserve and ending with the needs of vocational integration of retired soldiers and officers. The research was executed by analysing scientific literature and documents, as well as executing comparative analysis of the descriptors of duties and obligations of the military officers and soldiers with the descriptors of the Lithuanian Qualifications Framework. The analysis of scientific literature provided information on the theoretical preconditions of the referencing of military service qualifications to the National Qualifications Framework. The analysis of documents was helpful in disclosing the existing institutional and legal preconditions for this referencing process. Comparison of the descriptors of duties and obligations of the military officers and soldiers with the descriptors of the Lithuanian Qualifications Framework helped to identify and to test the criteria of referencing of military service qualifications to the Lithuanian Qualifications Framework. One of the most important issues to be considered when referencing military service qualifications to the National Qualifications Framework is the duality of military qualifications and the training process leading to these qualifications. Most of the military qualifications consist of the professional qualification required for the performance of functional duties and the rank indicating the hierarchical position and related responsibilities. The training process, accordingly, consists of the training required to obtain certain rank and the training needed for the acquisition of professional qualification.[.]

This paper analyses the issue of referencing military service qualifications of the Republic of Lithuania to the Lithuanian Qualifications Framework. This referencing is important due to many reasons, starting from the objective needs of establishment and development of professional military service and formation of the military reserve and ending with the needs of vocational integration of retired soldiers and officers. The research was executed by analysing scientific literature and documents, as well as executing comparative analysis of the descriptors of duties and obligations of the military officers and soldiers with the descriptors of the Lithuanian Qualifications Framework. The analysis of scientific literature provided information on the theoretical preconditions of the referencing of military service qualifications to the National Qualifications Framework. The analysis of documents was helpful in disclosing the existing institutional and legal preconditions for this referencing process. Comparison of the descriptors of duties and obligations of the military officers and soldiers with the descriptors of the Lithuanian Qualifications Framework helped to identify and to test the criteria of referencing of military service qualifications to the Lithuanian Qualifications Framework. One of the most important issues to be considered when referencing military service qualifications to the National Qualifications Framework is the duality of military qualifications and the training process leading to these qualifications. Most of the military qualifications consist of the professional qualification required for the performance of functional duties and the rank indicating the hierarchical position and related responsibilities. The training process, accordingly, consists of the training required to obtain certain rank and the training needed for the acquisition of professional qualification.[.]