The Relationship between Perceived Leadership Style, Organizational Climate and Self-Efficacy

The purpose of this study was to investigate the relationship between perceived leadership style, organizational climate, and employee self-efficacy in an organization. The aim was to identify how organizational climate and perceived leadership styles influence employees' personal effectiveness. The following tasks were set in the study: 1. Study of the concept of leadership style to determine the impact of different styles of management on employees and the overall efficiency of the company's operations. 2. Analysis of the concept of organizational climate and its impact on the effective work of employees in the organization. 3. Examination of employee self-efficacy and identification of factors influencing their personal effectiveness. 4. Determination of methods and techniques for collecting data on employees' personal productivity in the company. 5. Conducting research aimed at identifying the relationship between leadership style, organizational climate, and employee self-efficacy. 6. Analysis of the collected data and assessment of the degree of correlation between the mentioned factors. 7. Drawing conclusions about the impact of leadership style and organizational climate on employee self-efficacy and identifying factors contributing to increased personal effectiveness. 8. Development of recommendations and proposals for employees and managers to improve their performance and harmony in the workplace. As a result of the study, a correlation was established between perceived leadership style, organizational climate, and employee self-efficacy. This deeper understanding of how these factors affect productivity and efficiency among employees of different organizations led to specific recommendations and proposals aimed at improving organizational climate, leadership style, and enhancing employee self-efficacy, which could be beneficial for further development and optimization of company operations.