Browsing: leadership

Introduction. The interwar period was called the Golden Age of Romania. From a certain point of view it was. Cultural effervescence of the time, the economic boom due by the development of the industry has brought Romania to the attention of Western Europe. Many industries in the late ‘30 had advanced enough to be able to satisfy almost all domestic needs. Regarding technology, most romanian plants were behind those in the West. In heavy industry, only Malaxa and the Steelworks Resita were the best in Western Europe.

Aim of the study. In retrospect of these events I have considered appropriate to study this issue closely, to be fascinated by a controversial but destined to lead character, a character that has go down in history because of his pioneering leadership actions.
Keywords: leadership, interwar period, Malaxa plants, economic development, entrepreneur

Introduction. During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only intensely studied, but also practiced in different organizations. How to lead effectively an organization depends on many factors such as the organizational culture, the behavior of the followers, and the personal traits of the leader. The vast majority of successful leaders are multi-dimensional individuals.

Aim of the study. The aims of our paper are to present a short biography of Steve Jobs and to highlight his contribution to modern leadership. Our research is based on a literature review. The S. Jobs example illustrates how a transformational leader as him can be a key factor in successfully turning round the fortunes of a company as Apple. The paper facilitates a better understanding of modern leadership, emphasizing the case of S. Jobs, and provides a platform on which to build further studies on the same subject.
Keywords: leadership, Steve Jobs, leader, Apple
JEL Classification: M1, M19

Introduction. Leadership is defined as the activity of leading a group of people or an organization or the ability to do this. Leadership involves establishing a clear vision, sharing that vision with others so that they will follow willingly, providing the information, knowledge and methods to realize that vision, and coordinating and balancing the conflicting interests of all members and stakeholders. A leader steps up in times of crisis, and is able to think and act creatively in difficult situations.

Aim of the study. The following paper aims to present the way in which leaders are made up in nowadays, and which are the big differences between a born leader and a person that is working hard every day to become one. The history is full of examples of true leaders, but the present has shown to us that leaders can also be created in time. The purpose of this article is to bring up front examples of leadership and also methods through which you can practice your skills and gain competency in leading people.
Keywords: leaders, leadership, skill, competency, education

Introduction. IThe concept of leadership is extremely complex and very often, there is a confusion between leadership and management. Although people are using these words interchangeably, they play very different, but still essential, roles.

Aim of the study. This paper aims to present a case study regarding an implementation project in banking back-office activities, in order to prove the importance of managing correct the back-office resources, but in the same time the need for a vision that would lead the people toward the scope of a project. The paper describes the existence of a relationship between leadership and operational excellence, also.

Keywords: back office, productivity, leadership, management, operational improvements
JEL Classification: J24

Introduction. In the public administration and public management literature, a large number of studies make references to private organizations and private management in order to establish whether there are differences between public and private sector managers. There are not so many studies relatedto leadership differences between public and private organizations. In particular, the public leadership adopted by the public managers is presented in related literature as public managerial abilities and skills.

Aim of the study. The aim of this article is to make a comparing between the private and public leadership. We analyze (1) whether there are differences between public and private sector leadership based on some variables related to job complexity of a manager (including the managerial behaviour, job autonomy, and job clarity), decision-making vs policymaking process and the stakeholders vs political influence, and (2) to assess the degree of their effects on the managerial competences and performance management. Our study is conducted from the Romanian perspective on public organizations. As the methodology used, in order to identify the perception on political influence in Romanian public administration we conducted a survey among civil servants at central and local level. Our research is based on the empirical analysis of the relevant literature in public administration, leadership and organizational performance.
Keywords: leadership, managerial competences, performance management, public administration, private organizations.
JEL Classification: L3, L33

Introduction. Leaders of the Non-Governmental Organisations (NGOs) often face extraordinary challenges – both at a personal and organisational level. These challenges are demanding, and distinct from those faced by governments or the for-profit sector. NGO leaders are often isolated and unsupported. There is talk of a leadership deficit, because of the shortage of talented leaders and the growth of the non-profit sector generally. As a result there is some urgency in attempts to develop a new generation of leaders, and to provide relevant support to existing and future leaders. Leadership development programmes designed for NGO leaders must as a consequence incorporate best practice and current experience rather than rehashing tired, traditional approaches to leadership training.

Aim of the study. This paper examines the role of leaders and leadership in NGOs. It draws on the analysis of recent research into the characteristics of NGO leaders, and explores the challenges of designing leadership development programmes appropriate to the needs of NGOs. This paper identifies the elements of successful leadership development, and assesses the skills or competencies that need be developed.
Keywords: NGO, skills and competencies, leadership, capacity building, leadership development programmes, change and transformation

Introduction. Starting from the observation that globally there are many voices questioning the level of adaptation of the current educational system to the realities of the contemporary world, we shall briefly present a couple of views on how the European and the American education of the future might look and also the way in which the academic leadership should manage this process of change. Since any vulnerability may represent in certain circumstances an opportunity, based on an existent analysis, as well as on some personal opinions we shall present the way in which the Romanian academic environment could develop. Believing that nowadays the exchange of experience and the know-how between different branches of the society are the key to obtaining a booster effect that will allow the occurrence of a synergy between them, we are proposing a vision through which the academic environment can take advantages, seizing on the experiences of the business environment, the effect of “leapfrogging” to eliminate the distance between the academic environment and similar systems in other countries with tradition.

Aim of the study. The purpose of this paper is to analyze the trends that mark the evolution of leadership in the Romanian academic environment from a systemic perspective to integrate the past, present and future. In our approach we start from an analysis of how the multiple transformations that took place within the Romanian society in its whole has influenced the academic environment, emphasizing especially the moments of rupture caused by the numerous reforms started and never completed and the problems of chronic underfunding faced by the system.
Keywords: leadership, academic environment, change, trends

Introduction. The term ‘leadership’ is used referring to inter- or intra-group communication. Strictly speaking, its meaning is to influence communication. Fundamentally, leadership and influence are synonymous. In this perspective, we start from the principle that in any group – regardless of structure or number – individuals interact in pursuit of a common goal, whether it is inside or outside group, referring to publicor private interests, shaped or diffused. The leadership designated as “the ability of a leader, driving a framework to determine a group of people to work with it in achieving a goal based on their strong involvement”.

Aim of the study. This paper aims to identify and analyze the extent to which new media have penetrated the Romanian organizations’ internal communication and have influenced the leadership. We intend also to consider how social media becomes a tool for organizational communication and contributes to the creation of a new kind of leadership associated with open communication. We start from the premise that new media and social media can contribute to the leader’s mission to create around him a vision and makes others to share this vision. In terms of open communication, the external image of organization reflects, in part, leadership practices within the organization. It is about the exercise of the shared collective leadership that should strengthen the organization position.
Keywords: Leadership, new media, social media, open communication, shared information
JEL Classification: O15

Introduction. IT&C companies need to adapt themselves to an environment featuring a high level of competition. Innovation stays as the main vector of the domain, while the renewal rate of new technologies grows in speed (there are cases where new technologies emerge and replace the older ones in months). With this series of research we aim to analyse several local or global companies within the IT&C field, as well as the importance of leadership for their development.

Aim of the study. This first article will focus on leadership within a company called Research In Motion – RIM (currently named BlackBerry) and on the main problems that have arisen within the company after the organisation was left without support from the leaders that created its worldwide brand.
Keywords: information technology, productivity, leadership, management, operational improvements
JEL Classification: J24

Introduction. The new organizational changes caused by social, economic and politic reforms led to a shift in the strategic management of the companies. The growing need for professionals, who know how to generate profits, is growing and increase confidence of partners and clients, find new ideas and adapt to a dynamic market. Therefore, internally, we need an efficient management of human resources to find and retain the most suitable and efficient people which will increase productivity and face the increased acting globally competition. Currently, companies that succeed are the ones that integrate in their business strategy, an important component of development and valuation human capital.

Aim of the study. The paper aims to analyze and highlight the importance of human capital in the new organizational strategies, focused on achieving a high level of competitiveness, innovation and excellence.
Keywords: human capital, leadership, effectiveness, productivity
JEL Classification: J24, O15