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1
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From Management to Leadership

100%
Balcerek A.
Zarządzanie Zasobami Ludzkimi
|
2008
|
issue 3-4 (62-63)
51-61
EN
The contemporary labor market forces managers to have the skills needed in the effective conducting of transformations within the organization. Charismatic leadership replaces traditional and the manager becomes a leader. The objective behind this paper is to demonstrate the competency and skill of the traditional manager, as it is developed to achieve the level of a leader conducting change. This publication is the end product of studies of literature, mainly English and German, in the realm of leadership in the process of change.
2
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Wyzwania nowego zarzadzania publicznego dla menedżerów w ochronie zdrowia. Wyniki badan empirycznych

80%
Fraczkiewicz-Wronka A., Austin A.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 2(79)
9-28
PL
Reorientacja systemu ochrony zdrowia w kierunku rozwiązań stosowanych z powodzeniem w krajach, gdzie realizowana jest liberalna doktryna ekonomiczna, oznacza konieczność dokonania usprawnienia zasad organizacji systemu ochrony zdrowia jako całości oraz organizacji i funkcjonowania poszczególnych jego podmiotów. Osiągnięcie celów stawianych przed dokonywanymi w ramach reformy działaniami, których wspólny mianownik można określić jako uzyskanie pożądanej efektywności systemu ochrony zdrowia jako całości oraz poszczególnych jego podmiotów, wymaga implementacji innych niż dotychczas sposobów zarządzania jednostkami świadczącymi usługi zdrowotne, a to takich, które stosowane są z powodzeniem w sektorze organizacji komercyjnych. Mając na uwadze różnice, jakie występują między sektorem publicznym a prywatnym, uważamy, iż możliwe jest zastosowanie w organizacjach metod i narzędzi zarządzania, jednak z uwzględnieniem specyfiki sektora ochrony zdrowia.
EN
Reorientation of the healthcare system towards solutions successfully implemented in countries following a liberal economic doctrines signifies at need for reinventing both the healthcare system as a whole and its individual entities. Achieving the goals of reform orientated towards attaining the desired efficiency of the healthcare system and its organizations requires implementation of management methods used in commercial organizations. Taking into account differences existing between the public and private sector, we believe that it is possible to apply methods and management tools from the private sector, but their application must take into account the specifics of the healthcare sector.
3

RESPONSIBLE LEADERSHIP: LEADER'S ETHICS (Odpowiedzialne przywództwo: etyka lidera organizacji.)

80%
Brzustewicz P.
Pieniądze i Więź
|
2010
|
vol. 13
|
issue 2(47)
45-50
EN
The purpose of this article is to answer the questions: what is responsible leadership and what are the main qualities of leaders which cause that leadership become responsible. The author would like to present this problem because still few researchers pay attention to ethical and responsible conduct which should be the most important dimension of leadership. Leaders are responsible in many dimensions and their mental maturity and imagination are always needed. Their responsibilities are not only limited to the results of work, making decisions, employee safety, the environment or air pollution. Their responsibility exceeds beyond their official duties because they are also responsible as human beings.
4

Communication function of elections

80%
Turska-Kawa A., Wojtasik W.
Communication Today
|
2013
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vol. 4
|
issue 1
36-47
EN
The aim of the text is to describe one of the basic functions of the elections, executed at both normative and empirical levels - the communication function, in the context of changes in the structure of Western societies, changes in methods and strategies of political communication and evolution of forms of electoral participation. Nowadays, as the communication function is meant as the establishment of such an interaction between the actors of the electoral process, which by means of non-accidental messages and communication channels guide the decisions of voters. The authors also aim to describe the process of character transformation of the communication function of elections, resulting from changes in the political sphere and its axiological layer.
5

Vudcovstvi v spolecnosti 21. stoleti

80%
Pitra Z., Zauskova A.
Communication Today
|
2013
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vol. 4
|
issue 2
48-65
EN
Each time brings changes in conditions that maintain the stability of social development. The role of the leaders of the society is to respond appropriately to these changes by changing the rules governing its functioning. In the case of large qualitative changes - and just such that are characteristic for the beginning of the 21st century - it means a radical change in society life. It is the task of leadership in the first century of the third millennium. Leadership skills of managers are essential for successful long-term development and of the organization social action (its business) and its long-term prosperity. The paper considers the synergy of management, and leadership, we also present new perspectives on the concept and role of leadership in business entities.
6
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Przywództwo i uczenie się: Wydarzenia kształtujące w życiu i rozwoju zawodowym dyrektorów szkół

80%
Michalak J.
Rocznik Andragogiczny
|
2011
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vol. R. 2011
227-246
EN
This paper reports findings from nine case studies of headteachers in challenging urban contexts in Poland and England. These headteachers are perceived to be successful in their roles, making a significant difference to the quality of education in their schools. The paper focuses on formative experiences from these headteachers’ stories. The main research question addressed by this paper is: What can we learn from successful leaders’ professional development by reconstructing their career stories? The comparative analysis of the stories revealed some important recurring common themes and identified some leadership formative experiences in the paths of these headteachers’ professional lives. Findings showed that headteachers during their first years of their headship were especially vulnerable. Some incidents and experiences proved decisive in determining their further career trajectories.
7
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SAMUEL HUNTINGTON'S APOCALYPSE? (Apokalipsa Samuela Huntingtona?)

80%
Jawor A.
Sprawy Narodowościowe
|
2009
|
issue 34
207-216
EN
Will the Biblical Apocalypse come true? Do some of the civilizations proposed by Samuel Huntington correspond to the seven seals from the Book of Revelation? If this is true, does it tell us any more about the identity of the Antichrist and future Battles of Armageddon? According to Huntington, religion is the most important factor in the future of the world and is the main dividing line between the Islamic and Western worlds. The United States plays a leading role but Islamic civilization does not want to be directed by it. Muslims are generally afraid of the Western culture and they largely perceive it as depraved and unfaithful. On the other hand, however, the USA is also one of the most religious countries in the world, but in its own way. The two civilizations, for the most part, do not understand each other and have different interpretations as to what is good and what is wrong - this is why the dialogue is so important. Dialogue will help us to avoid stereotypes and ethnocentrism which was one of Huntington's sins. America has led a unipolar world since 1991. However, we can also observe 'the rise of the rest' - the growing role of other global actors. Surveys of world public opinion show that in fact people wish the world was more multi-polar. The problem, however, is that the only great power whose leadership is widely supported is the European Union (EU) and the EU does not seem to want to play the role of the global leader. The EU has numerous unsolved problems with its own identity and the world is only changing largely through American led direction. However as globalization advances, the world is becoming increasingly multi-polar and will be led by many people from many different civilizations.
8

Przywództwo i przedstawicielstwo

80%
Grzymała-Kazłowski A.
Studia Romologica
|
2015
|
vol. 8
115-134
EN
The article outlines different types of leadership and representation in the communities of Polish Roma from the perspective of political sciences and historiography. The main bulk of the argument deals with the period of the last twenty-five years. The author claims this period to be crucial in the process of forming the modern leadership among the Roma and shaping Roma public life. The article presents the pivotal events, occurrences, and activities of particular persons that contributed to the contemporary shape of the public life of the Polish Roma. It is argued that the most important in this respect were the processes of building Roma NGOs and their subsequent development, influenced, among other factors, by different standpoints of Roma leaders regarding the goals of these organizations and the methods they employed. The author claims that these differences have been most vividly revealed as a result of paying out compensation for the Roma victims of the Third Reich. The divisions that came out at that time have also been followed by differences in the evaluation and the quality of the engagement of the Roma organizations and their leaders in the implementation of the governmental integration programs carried out in 2001–2013. Eventually, the author points out significant deficiencies in the existing studies of the last twenty-five years of the Roma public life in Poland and recommends an in-depth research on the issues raised in this article.
9
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LEADERSHIP AND MOTIVATING PROCESS IN MANAGEMENT OF EMPLOYEES' COMPETENCES (Przywództwo i motywowanie w procesach zarzadzania kompetencjami pracowników)

80%
Walczak W.
e-mentor
|
2011
|
issue 1 (38)
22-30
EN
Gaining the skills of proper management of employees competencies is an essential task for managers, since the effectiveness of this process is undoubtedly not only one of the elements underlying the creation of intellectual capital of an organization but also a factor of obtaining permanent competitive advantage. The issue discussed in article is a very complex research problem therefore the author concentrates on explaining the role and significance of leadership and motivating process.
10
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POWER AND AUTHORITY - POLITICAL LEADERSHIP IN ANTHROPOLOGICAL PERSPECTIVE (Wladza i autorytet - przywództwo polityczne w ujeciu antropologicznym)

80%
Dohnal W.
Lud
|
2009
|
vol. 93
13-34
EN
The article describes leadership concepts developed in political anthropology from its very beginnings until modern times. The author tries to trace the history of anthropological reflection on political leadership and shows how its understanding in different theoretical orientation was changing. These changes are discussed against the background of socio-political transformations taking place in the Western world. The article presents the views of evolutionists, classical functionalist concepts of leadership and their subsequent modifications made by representatives of processualism and the theory of action as well as the concepts of power and authority developed by neo-evolutionists. The last part of the article addresses most recent studies on leadership in the post-colonial world and in pluralist Western societies. The history of anthropological studies on leadership shows how its understanding has evolved - from formal understanding, when leadership was perceived as a category identical to an exercise of power, to approaches in which leadership is understood as a dynamic structure, an aspect of social practice inseparably connected to other areas of culture such as kinship, power, prestige, religion, economics or law.
11
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TEACHER ECONOMIC INCENTIVES IN PRIVATE SUBSIDIZED SCHOOLS IN CHILE

70%
Aravena F., Kaščák O., Quiroga M., Hall G.
Sociológia (Sociology)
|
2018
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vol. 50
|
issue 3
207 – 224
EN
The purpose of this study is to provide empirical evidence on the economic incentive policies designed by school leadership teams in private subsidized schools in Chile. The case studies are investigated using a qualitative methodological approach involving the comparative analysis of data collected through in-depth interviews. The findings show that the incentives have been variously designed in relation to purpose, structure and value. Some are targeted at teachers, while others reflect student learning outcomes based on standardized tests, student attendance and teaching staff work discipline. Economic incentive policies should ensure the impact on learning outcomes. However, this was not done in the cases investigated in this study. Further investigation is required to address this research area, as it has not been sufficiently explored in the literature.
12

ON ORGANISATIONAL FACTORS THAT ELICIT MANAGERIAL UNETHICAL DECISION-MAKING

70%
Lašáková A., Remišová A.
Ekonomický časopis (Journal of Economics)
|
2017
|
vol. 65
|
issue 4
334 – 354
EN
The article provides the academic community and management practitioners with the results of an extensive empirical study conducted on a large sample of 777 managers about the perceived influence of selected organisational factors on managerial unethical decision-making. The findings indicate that factors that predominantly induce managerial unethical decision-making are the “profits-only” mind-set of company owners, the unfair human resource management policies instilled in the workplace and the unethical behaviour of superiors. Results also show that the pressure to produce profits at any expense emphasised by company owners is strongly associated with managers’ interest in results without considering the way they were achieved. In addition, inconsistently with the previous theory, a revised categorisation of organisational factors eliciting unethical decisions is outlined based on empirical findings. This new classification introduces “prioritisation of economic results”, “violation of internal ethical guidelines”, and “situational tensions” categories. The study provides important implications for managers and grounds for further comparative analysis. In its scope and scale, it is the first study of its kind carried out in the Slovak business environment.
13

LEADERSHIP IN FARMING PRODUCTIVE COOPERATIVES. RESEARCH REPORT (Przywodztwo w rolniczych spoldzielniach produkcyjnych. Raport z badan)

70%
Gajewska M.
Nauki o Zarządzaniu
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2011
|
issue 7
61-73
EN
The article presents the results of a survey of the managerial staff of farming productive cooperatives concerning the implementation of the process of conduction, namely managing people. It describes the specification of the management resulting primarily from the principles of functioning as a cooperative enterprise. The paper presents the characteristics of managerial staff in terms of demographic, social and personal features and diagnoses the applied styles of management. It also shows the way of motivating the staff used in these organizations.
14

TESTING THE THEORY OF GOOD THINKING AND DECIDING IN ORGANIZA-TIONAL SETTING: MANY BENEFITS OF LEADER’S ACTIVELY OPEN-MINDED THINKING

70%
Erceg N., Galić Z., Buljan Šiber A.
Studia Psychologica
|
2023
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vol. 65
|
issue 3
230 - 245
EN
The aim of this work was to test the theory of good thinking and deciding in organizational context by examining the relationships between leaders’ Actively Open-Minded Thinking (AOT) and different employee level outcomes. Across two studies in which we surveyed managers and their subordinates, we have shown that manager’s AOT positively correlated with subordinate-rated decision-making quality and intellectual humility of their superiors, as well as with subordinates’ ratings of their teams’ psychological safety and their own job satisfaction and feeling of organizational support. We conclude that AOT is the disposition that predisposes some managers to patterns of thinking and behaviour that are observable and highly valued by their subordinates, resulting in a range of beneficial outcomes for employees, and that it might be worthwhile to investigate how we can teach managers to think in more actively open-minded way.
15

KOMUNISTICKÁ STRANA SLOVENSKA 1945 – 1948: ČLENSTVO, ORGANIZÁCIA, VEDENIE, STRANÍCKY APARÁT, VZŤAH KU KSČ

61%
Pešek J.
Historický časopis (Historical Journal)
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2011
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vol. 59
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issue 3
471 – 491
EN
The Communist Party of Slovakia (CPS) formed in May 1939, became a government party in spring 1945. Its membership base grew rapidly, reaching almost 200,000 by the end of 1945. After re-registration of members and party screening at the end of 1945 and the beginning of 1946, the party had about 150,000 members in the middle of 1946, but their number was again approaching 200,000 at the time of the February coup of 1948. The organizational structure of the CPS comprised four parts. The first was the local or village organizations, the second were the district organizations in all 80 districts, and the third were the 11 regional organizations. The fourth and highest part was the leadership of the CPS, which is the Central Committee and associated bodies. The CPS had a professional party apparatus. It was not very numerous, with perhaps 200 functionaries from the districts to the centre. This number increased only slightly up to February 1948. After the liberation, the central figures in the leadership of the CPS were Karol Šmidke and Gustav Husák. This leadership was removed at the national conference of the CPS at Žilina in August 1945. Viliam Široký became the chairman of the party, and Stefan Bastovansky became the general secretary. The CPS was formally an independent political party, but it worked in unity with the Communist Party of Czechoslovakia, active in the Czech Lands, and was subordinate to its political line.
16

CULTURE AND LEADERSHIP PREFERENCES IN SLOVAKIA AND SLOVENIA: COMPARATIVE STUDY BASED ON THE GLOBE STUDENT RESEARCH

61%
Pučko D., Remišová A., Lašáková A.
Ekonomický časopis (Journal of Economics)
|
2013
|
vol. 61
|
issue 4
376 – 395
EN
The authors presented results of the international research GLOBE Student concerning Slovakia and Slovenia. The nine cultural dimensions, on the basis of which the comparative analysis of the obtained data was realized, significantly influence various aspects of management and organizational behaviour. The authors pose several research questions: How do the perceptions of Slovak and Slovenian respondents concerning the cultural practices differ? How do the cultural values of Slovak and Slovenian sample of respondents differ? Which leadership styles are preferred by the Slovak respondents? Do their preferences in this regard differ from the preferences of their Slovenian counterparts? Based on the research results, could be a cultural convergence between these two societies expected?
17
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Wlasny interes menedzerów wyzszego szczebla w fuzjach i przejeciach: rzeczywiste i deklarowane oddzialywanie i skutki w postaci zagrozen moralnych

51%
Lewis A., Routhieaux R. L.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 6(83)
49-61
PL
Niniejszy artykuł bada proces fuzji i  przejęć w  zakresie przywództwa, podejmowania decyzji i  zagrożenia moralnego. W szczególności badamy role i  zamiary menedżerów wyższego szczebla w  fuzjach i  przejęciach, opierając się na teoriach przywództwa, a  następnie wykorzystujemy te koncepcyjne ramy odniesienia w  celu oceny oddziaływania fuzji i  przejęć na zasoby ludzkie. Istniejąca literatura sugeruje brak połączenia pomiędzy wyznawanymi wartościami i  zasadami przeprowadzania fuzji i  przejęć a  rzeczywistym oddziaływaniem takich transakcji. W szczególności występuje często wyraźny rozdźwięk pomiędzy oświadczeniami przed dokonaniem fuzji lub przejęcia a  rzeczywistą sytuacją po dokonaniu transakcji, jeżeli chodzi o  rentowność, wpływ na zasoby ludzkie, skutki w  zakresie udziału w  rynku oraz zmiany układu w  branży. W dalszej części artykułu przedstawiamy analizę dwóch dużych fuzji i  przejęć w  dwóch różnych branżach, aby zilustrować powyższe kwestie. Badamy również zagrożenia moralne i  pułapki decyzyjne związane z  fuzjami i  przejęciami pod kątem korzyści dla udziałowców i  dla konsumentów, a  także pakietów wynagrodzeń kierownictwa wyższego szczebla.
EN
This paper examines the process of mergers and acquisitions from the combined perspectives of leadership and decision-making/moral hazards. In particular, we examine the roles and intentions of senior managers in M&A activities based on leadership theories, and then use this framework in evaluating the human resource impacts of mergers and acquisitions. Existing literature suggests disconnects between the espoused values and guiding principles of mergers and acquisitions with the actual impacts of these deals. More specifically, there are often clear gaps between pronouncements prior to M&A transactions and the subsequent reality in terms of financial returns, human resource impacts, market share effects, and industry realignment. This paper then applies this conceptual framework in reviewing two major M&A deals in differing industries. We also explore the moral hazard and decision traps of M&A transactions in regards to shareholder benefits, consumer benefits, and senior management compensation packages.
18
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Wydajnosc i wspólczucie? Badanie wyzwan, jakie stawiaja nowe pokolenia pracowników przed menedzerami w nastepstwie samobójstw wsród personelu Foxconn Technology Group

51%
Hung L.-H.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 6(83)
63-72
PL
Między styczniem a  sierpniem 2010  r. 17 pracowników Foxconnu podjęło próby samobójcze, co doprowadziło do śmierci 13 młodych ludzi. Foxconn, firma z  miasta Shenzhen na południu Chin, produkuje iPhone’y. Niektóre organizacje zajmujące się prawami pracowników wzywają branżę elektroniczną, aby wykazała się przywództwem, biorąc odpowiedzialność za zapewnienie godziwych standardów pracy robotnikom w  globalnym łańcuchu dostaw produktów elektronicznych. Niniejszy artykuł próbuje zbadać zarówno wyzwania stawiane menedżerom pod względem równoważenia wydajności i  współczucia, jak też wartość pracy dla nowego pokolenia migrujących robotników w  warunkach zmieniających się struktur gospodarczych Chin.
EN
Between January and August of 2010, seventeen workers at Foxconn had attempted to commit suicide - resulting in the death of thirteen young people. Foxconn, in the southern Chinese city of Shenzhen, is an iPhone maker. Some labor rights organizations urged the electronics industry to show leadership by taking responsibility for decent labor standards for the workers in the global electronics supply chain. The report from Students and Scholars against Corporate Misbehavior (SACOM), a labor rights organization in Hong Kong, finds that Foxconn's labor practices are illegal and unethical. This paper attempts to explore managers' challenges to balance between efficiency and compassion as well as the value of work for the new generation of migrant worker in China under changing Chinese economic structures. The new generation of migrant workers is different from their parents' generation in terms of their backgrounds, their work-life expectations, and their awareness of labor rights. The electronics industry should recognize that the problems at Foxconn do not stand alone; the suicides represent the tip of an iceberg of labor issues that occur throughout the global electronics supply chain. From the corporate social responsibility perspectives, name brand companies and contract manufactures should take responsibility for labor rights abuses and take concerted actions.
19
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Przywództwo jako refleksywny proces wspóldecyzyjny: Steve Jobs i jego odejscie w 1985 r. jako dyskurs

51%
Sato T.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 6(83)
149-160
PL
Niniejszy artykuł bada i  objaśnia przywództwo jako refleksywny proces współdecyzyjny. Zastosowane podejście polega na analizie sposobu, w  jaki przywódca przekazuje swoją wizję innym członkom organizacji, gdy relacja pomiędzy nimi jest skomplikowana, oraz sposobu, w  jaki tzw. ciemna strona wpływa na przywództwo. Analiza obejmuje trzy kroki: 1) wprowadzone zostają pojęcia refleksywności i  dyskursywności; 2) przywołana zostanie teoria przywództwa Chestera Barnarda w  odniesieniu do refleksywności; 3) zanalizowany zostanie przykład, mianowicie legendarne odejście Steve’a Jobsa z  Apple’a w  1985  r. i  związane z  nim okoliczności. Szczególną uwagę zwrócono na sferę dyskursywną listu rezygnacyjnego Jobsa. Wyniki badania prowadzą do dwóch wniosków. Po pierwsze, posiadanie wizji stanowi jedną z  cech wyróżniających liderów, a  taka wizja może mieć albo pozytywne, albo negatywne skutki. Wizja może przeciągnąć lidera i  jego organizację na ciemną stronę ze względu na wewnętrzne lub zewnętrzne spory o  władzę. Po drugie, odnoszący sukces lider wizjoner potrzebuje zwolenników rozumiejących, podzielających i  realizujących jego wizje w  ramach refleksywnego procesu współdecyzyjnego.
EN
This paper examines and explicates leadership as a reflexive co-determinative process. The approach is an analysis of how a leader relates his/her view and vision to other organizational members when the relationship between them is entangled and how the so-called 'dark side' affects leadership. Three steps inform the analysis: 1) reflexivity and discursivity are introduced as constructs; 2) Chester Barnard's theory of leadership in relation to reflexivity is revisited. 3) I analyze an exemplary case: the legendary 'event' surrounding Steve Jobs' 1985 departure from Apple. Particular attention is paid to the discourse sphere of Jobs' letter of resignation. The results suggest two points. First, having vision is one of the attributes of a leader, where such a vision can have positive or negative effects. Vision may lure the leader and his/her organization to the dark side due to internal or external power disputes. Second, a successful visionary leader needs followers who understand, share, shape, and implement their leader's visions as part of a reflexive co-determinative process.
20

Communication in Knowledge Transfer Management

41%
Pitra Z., Zaušková A.
Communication Today
|
2014
|
vol. 5
|
issue 2
50–65
EN
Innovations try to change the status quo, which is why markets resist them! A market’s hostility to innovations becomes stronger when market players are interconnected; each player will switch to a new product or service only when s/he believes others will do so, as well. To be successful, innovators have to realize system-wide switch of their business behavior to create environment, where many would adopt their innovations and believe they are better off because of it. It is feasible only if innovators master the process of knowledge transfer within their innovation activities. More than 50 % of promising and good prepared innovation activities fail. Not due to organizations’ weaknesses in technology or organization, but due to their inability to handle properly the social and psychological aspects of processes which deal with the innovation’s solution. Therefore the organization’s executives must fully understand how technologies, people’s competencies, and internal processes in architecture together influence internal communication during the knowledge transfer that leads to the innovation solutions. It is a unifying vision of final innovation’s market launch that gives coherence to the plenty of creative ideas from different sources which gives an organizational sense to the idea exchange during internal communication within the knowledge transfer processes’ performance. The paper deals with methods that will assure such knowledge transfer’s optimal efficiency.
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