Introduction. The world nowadays is different, through a series of essential steps, from the one we had been familiar with for a long time. The crisis has revealed not only the flaws within the dominant economic model, but also the flaws in our society. The workforce needs a change in the leaders’ mentality. Leadership, more than ever, implies self awareness and self-control. The people nowadays have a great need for integrity. They want to be able to trust their leaders and to enjoy their leaders’ trust. There is a need for the reconstruction of confidence.
Aim of the study. The present paper outlines a leadership alternative – the spiritual leadership, presenting this model’s advantages and principles.
Keywords: crisis, leader, leadership based on spiritual values, trust
Introduction. The macro-prudential tool kit deals with those risks that contributed to the outbreak of the last economic crisis or materialized during it, namely the excessive credit growth, the excessive price assets growth driven by the credit growth, the excessive increase in leverage, the liquidity risk, the volatile capital flows and foreign currency lending. It can be argued that macro-prudential policies underestimated the systemic risks mentioned, although they were better positioned than other policies aimed at financial stability. The impact of macro-prudential policy is difficult to be determined, because is usually applied simultaneously and in the same direction with other macroeconomic policies.
Aim of the study. This paper aims to highlight that it is necessary a better coordination of policies and a better calibration of instruments in order to get a quick and effective response during their implementation. These must be in line with national specificities and the risks identified. Until the new macro-prudential tools introduced by Basel III will prove their effectiveness, the issue of finding proper tools is still open.
Keywords: banking system, risks, macro-prudential, liquidity, crisis
JEL Classification: E58, E59, E60
Introduction. Due to the COVID 19 pandemic, everyone must respect the rules of social distancing. During this time, most of the people have felt trapped in a continuous loop in which the concept of time and space was just a distant dream. Even if the economic situation during this pandemic is not so dramatic many people have been unmotivated to work, most of them, currently working remotely. Switching to online is more difficult to keep up with everyday work activities. However, many jobs can be successfully done remotely. Unfortunately, while working from home, the employees can be easily distracted, which lowers their productivity.
Aim of the study. Reaching a minimum level of motivation and productivity, we decided to include in this research paper a case study on the motivation of the artistic staff within an event organizing companyduring the pandemic. By reviewing the results of the case study we want to analyze the specific factors of the human resources management that have an impact on the evetns organinzing comapnies including the evolution of the motivation and introduce some ways that can grow the motivation and make employees feel comfortable while working from home.
Keywords: Motivation, Pandemic, COVID – 19, Crisis, Productivity, Human Resource Management.
JELClassification: I260, M12
Introduction. Every crisis teaches its own lesson. From the multitude of economic and social phenomena, the crisis has a baleful force, both through the energies it engages and through the energies it consumes through manifestation. The crisis is the hardest lesson that forces us to be careful so that we can avoid it, overcome it. Crises can be “managed” to become bearable. The attitude of the management, expressed concretely by the activity of the leaders on different hierarchical levels, comes to maintain and influence the performances of the organization, to support the dynamics of the change processes and to help, in this way, to design and achieve the strategic vision.
Aim of the study. This paper intends to present some strategic visions and ways of exercising the missions of leaders in organizations determined by the requirements for change.
Keywords: management, organization, change management, crisis, strategic vision
JEL Classification: G10, M10, M15
Introduction. Under the incidence of COVID-19 pandemic, everything is chanced from behavior to action patterns. Research indicates that lack of flexibility and finding short term solutions to changes can be a myopia of leadership. People, organizations and governments are leading their actions in a context characterized by the unknown, the lack of predictability and hazy horizons, in which the only weapon is the ability to adapt. Adaptive leadership should be a solution for individuals and organizations to adjust to changing environments and effectively respond to recurring problems. The adaptive leadership involves changing behavior in appropriate ways as the situation changes and it requires knowledge and the tools to solve the problem efficiently.
Aim of the study. The article is an exploratory study based on author`s observations and literature investigation on the subject investigated during COVID-19 pandemic. Thus, the paper aims to investigate how companies acted in the first phase of the pandemic (as first actions), but also how organizational leadership can be transformed into current conditions to achieve efficiency. The article provide a perspective of the adaptive leadership theory as a basis for business to change their traditional leadership into a process that is not constrained by hierarchical and one-directional notions of leadership (Scott Du Rue, 2011) because in current context, leadership should develop and adapt in dynamic contexts. Limitations: the paper is a theoretical approach that is trying to guide the organizations in the process of acting in a business, economic and social environment profoundly changed by the pandemic effects. Another limitation is the period investigated; the author includes only the actions in the early stage of pandemic (the first three months).
Keywords: pandemic, leadership, organization, crisis, development, adaptative leadership
JEL Classification: H12, M12, M54