The charismatic leader in the military organization

This research starts from the assumptions that there are significant differences between the scores obtained by higher-ranking military personnel and the scores obtained by lower-ranking military personnel, on the five scales targeting the characteristics of charismatic leadership (measured by the MLQ Questionnaire) and that Between the scales of intellectual efficiency, managerial potential (measured via CPI260), job satisfaction (measured via the SP1 Questionnaire), organizational climate (measured via the COIV Questionnaire) and scales targeting the characteristics of charismatic leadership (measured via the MLQ Questionnaire) positive correlations. The five research instruments were applied to two samples, one consisting of thirty senior military personnel, and the second consisting of twenty lower-ranking military personnel. To verify the first hypothesis, which starts from the presumption that between the scores obtained by higher-ranking military personnel and the scores obtained by lower-ranking military personnel, at the five scales targeting the characteristics of charismatic leadership, there are significant differences, histograms were made. , starting indices were calculated for each of the analyzed scales, Bravais ^ Pearson correlation coefficients were calculated for each of the five pairs of scales. In order to compare the two samples, the T (Student) Test was applied for independent samples, together with the Levene Test. Thus, * significance thresholds (p) were obtained, which determine a confidence of over 99% for all five scales (IA-IA2 p = 0.00l, IB-IB2 p = 0.0001; IM-IM2p = 0.001; IS -IS2p = 0.001; IC-IC2p = 0.006).