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1

The role of leaders in establishing and maintaining interorganizational relationships

Mazur-Wierzbicka Ewa, Boiko Julia, Rzepka Agnieszka, Bańkowski Paweł

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2025

|

z. 221

377--390

EN

Purpose: This paper aims to delineate the leader's role in both establishing and maintaining interorganizational relationships. It is leaders on whom the success of teams under their guidance hinges significantly, impacting the achievement of organizational goals, an entity’s overall effectiveness, the efficiency of its operation, market positioning, and relationship-building with external entities. Design/methodology/approach: As business and technological trends evolve, leaders need to demonstrate not only managerial skills but also interpersonal skills, empathy, and flexibility. The objectives were achieved through a pilot study using a PAPI, CAWI survey method with a self-constructed questionnaire. The target group was middle- and top-level managers, currently students of the Master of Business Administration. The study focuses on the dynamics of inter-organizational relationships, their form, motivation, and leadership roles. Findings: The pilot study findings underscore the significance of a leader possessing both knowledge and appropriate character traits within an organization seeking inter-organizational collaboration. The leader's primary objective should be to inspire individuals to forge relationships, complemented by effective organizing or planning tailored to the sector's requirements. Originality/value: The article introduces insights into the role of leadership in establishing and maintaining inter-organizational relationships, highlighting qualities such as respect, open communication, and teamwork. It provides a valuable basis for understanding leadership dynamics in the public and private sectors. To date, there has been no research in the literature on the location and dynamics of leadership in education. This pilot study is the first phase of a larger project and shows that the research direction is valid based on the analysis of the literature and the experiences of managers.

2

Przywództwo w kryzysie czy kryzys przywództwa? Wprowadzenie do problematyki

Urych Ilona

Rocznik Bezpieczeństwa Morskiego

|

2025

|

R. XIX

469--481

PL

Celem artykułu jest przedstawienie wprowadzających zagadnień dotyczących teoretycznych aspektów przywództwa. Żeby go osiągnąć scharakteryzowano istotę przywództwa, omówiono cechy współczesnego przywództwa oraz jego skuteczność. Przeprowadzone badania upoważniają do stwierdzenia, że przywództwo jest jedną z ważniejszych umiejętności dostrzeganych i pożądanych we współczesnym kierowaniu. Skuteczny przywódca to taki, który pogłębia swoją wiedzę i doskonali umiejętności niezbędne do bycia skutecznym w rolach i procesach przywódczych, umożliwiających wytyczenie kierunku, stwarzanie porozumienia i utrzymywanie zaangażowania w zespołach wykonujących wspólne zadania. Tym samym przywództwo jako kategoria edukacyjna powinno być stałym elementem kształcenia oficerów jednostek zhierarchizowanych.

EN

The aim of the article is to present introductory issues regarding the theoretical aspects of leadership. The analysis was carried out, starting from characterizing the essence of leadership, through presenting the features of contemporary leadership and the image of its effectiveness. The conducted research leads to the conclusion that leadership is one of the most important skills perceived and desired in modern management. An effective leader is one who expands their ability to be effective in leadership roles and processes that enable them to set direction, create under-standing, and maintain commitment in teams performing shared tasks. Therefore, leadership, as an educational category, should be a permanent element of the edu-cation of officers of hierarchical units.

3

Hierarchical Model for an AUV Swarm with a Leader

Zhao Qiang, Yang Tengfei, Tang Guoqiang, Yang Yan, Luan Yu, Wang Gang, Wan Teng, Xu Minyi, Li Shuai, Xie Guangming

Polish Maritime Research

|

2025

|

nr 1

71--80

EN

This paper introduces an innovative hierarchical model with a leader to facilitate navigation of a swarm of underwater robots, inspired by the collective behaviours observed in natural animal groups, such as schools of fish and flocks of birds. In this model, the leader robot carries a comprehensive set of navigation information, while the other robots are stratified based on the relative distances between them and follow the leader during the navigation process. The model incorporates repulsion and attraction forces to enable clustering and collision avoidance among the robots. Initial simulation results confirm the scalability of the model and its robustness against noise, while further simulations demonstrate that the proposed layered strategy effectively manages polyline and circular trajectory navigation and guides the robotic group around obstacles while maintaining the group’s structural stability and efficiency. In addition, the decentralised nature of the model and its minimal communication requirements make it highly suitable for practical underwater tasks. This research not only provides an effective and deployable solution for the cooperative synchronisation of underwater robots but also offers valuable insights for understanding and designing other types of robotic swarm systems.

4

Leadership in companies oriented towards the creation of shared and responsible value

Jankowska-Mihułowicz Marzena, Kowalska Katarzyna

Economics and Environment

|

2025

|

No. 3

art. no. 1079

EN

Purpose: to identify the directions of evolution of leadership paradigms and to define characteristics and conditions of sustainable leadership now and in the future in companies focused on creating shared and responsible value. Methodology, approach: systematic review, analysis and synthesis. Examples of the leadership practices of well-known enterprises which can be benchmarks for success. Findings: The directions of evolution of leadership paradigms have been identified and the characteristics and conditions of sustainable leadership have been defined for the present and the future. Leadership in companies oriented towards the creation of shared and responsible value mainly requires the application of the paradigm of sustainable leadership, the pursuit of heterarchy and holarchy, partnership, group decision-making and cultural cooperation. Leadership determines an organisation’s ability to create value for the company and its stakeholders, building an organisational culture based on trust; a culture most difficult for competitors to copy. Creating shared value in an organisation provides opportunities for the company to sustainably grow in the long term. Research limitations: the potential possibility of extending the systematic review to databases other than Web of Science and Polish libraries, and of expanding the criteria for selecting and analysing examples of business practices. Practical and social implications: promoting favourable values and sustainable leadership practices in enterprises. Originality, value: a comprehensive analysis of leadership and an explanation of its importance in the creation of shared and responsible value by companies, including examples of their good and bad practices. This paper contributes to the knowledge about characteristics and conditions of sustainable leadership and fills a research gap by focusing on the link between leadership in a company and its sustainable performance. The paper also has many implications for both researchers and practitioners in the field of business management.

PL

Cel: określenie kierunków ewolucji paradygmatów przywództwa oraz zdefiniowanie cech i warunków zrównoważonego przywództwa obecnie i w przyszłości, w przedsiębiorstwach skupiających się na tworzeniu wspólnej i odpowiedzialnej wartości. Metodyka, zastosowane podejście: przegląd systematyczny, analiza i synteza. Przykłady praktyk przywódczych znanych przedsiębiorstw, które mogą stanowić benchmark sukcesu. Wnioski: zidentyfikowano kierunki ewolucji paradygmatów przywództwa oraz zdefiniowano cechy i uwarunkowania zrównoważonego przywództwa na teraźniejszość i przyszłość. Przywództwo w przedsiębiorstwach zorientowanych na kreowanie wspólnej i odpowiedzialnej wartości wymaga głównie zastosowania paradygmatu przywództwa zrównoważonego, dążenia do heterarchii i holarchii, partnerstwa, grupowego podejmowania decyzji i współpracy kulturowej. Od przywództwa zależy zdolność organizacji do kreowania wartości dla firmy i jej interesariuszy, budowania kultury organizacyjnej opartej na zaufaniu; kultury najtrudniejszej do kopiowania przez konkurentów. Kreowanie wspólnej wartości w organizacji daje możliwości zrównoważonego rozwoju przedsiębiorstwa w długim okresie. Ograniczenia: potencjalna możliwość rozszerzenia przeglądu systematycznego na bazy danych inne niż Web of Science i polskie biblioteki oraz rozszerzenia kryteriów doboru i analizy przykładów praktyk biznesowych. Zastosowania praktyczne i społeczne: promowanie korzystnych wartości i praktyk zrównoważonego przywództwa w przedsiębiorstwach. Oryginalność, wartość dodana: kompleksowa analiza przywództwa oraz wyjaśnienie jego znaczenia w kreowaniu wspólnej i odpowiedzialnej wartości przez przedsiębiorstwa, z uwzględnieniem przykładów ich dobrych i złych praktyk. Artykuł ten wnosi wkład w wiedzę na temat cech i warunków zrównoważonego przywództwa oraz wypełnia lukę badawczą, skupiając się na powiązaniach między przywództwem w przedsiębiorstwie a jego zrównoważonym funkcjonowaniem. Artykuł ma również wiele implikacji zarówno dla naukowców jak i praktyków w dziedzinie zarządzania.

5

The importance of leadership and the creation of a work safety culture

Celoch Aneta B., Smoląg Klaudia

Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie

|

2024

|

Nr 89

25--41

EN

The creation of safe workplaces is a complex issue. One important element is the development of a work safety culture (WSC). A work safety culture consists of elements such as attitudes, values, norms and employee behaviour. A significant factor influencing WSC is widely understood leadership? Achieving the goals set, both in terms of how well the organization operates as well as its health and safety record, depends to a large extent on leadership behaviour. The aim of the research was to determine the relationship between the assessment of a leader’s behaviour and the creation of a work safety culture. The results of the authors’ own research were preceded by an analysis of the source literature. A quantitative survey was carried out using the CAWI method on a group of 157 respondents in October 2023. Analysis of the results made it possible to conclude that a superior’s behaviour significantly influences the development of a work safety culture. Moreover, the respondents represented enterprises in which the WSC was assessed as acceptable, but it required further development to be considered strong or desirable.

PL

Problematyka kształtowania bezpiecznych miejsc pracy jest wieloaspektowa. Jednym z ważnych jej elementów jest odpowiednie kreowanie kultury bezpieczeństwa pracy (KBP). Na kulturę bezpieczeństwa pracy składają się takie elementy, jak: postawy, wartości i normy oraz zachowania pracowników. Istotnym czynnikiem, który wpływa na KBP, jest szeroko pojęte przywództwo. Osiągnięcie wyznaczonych celów, zarówno tych dotyczących funkcjonowania organizacji, jak i samego bezpieczeństwa i higieny pracy, w dużym stopniu zależy od zachowań przywódczych. Celem przeprowadzonych badań było określenie zależności pomiędzy oceną zachowań przywódcy a kreowaniem kultury bezpieczeństwa pracy. Wyniki badań własnych zostały poprzedzone analizą literatury przedmiotu. Przeprowadzone badanie ankietowe miało charakter ilościowy i zostało zrealizowane z wykorzystaniem metody CAWI na grupie 157 respondentów w październiku 2023. Analiza wyników pozwala na stwierdzenie, że zachowania przełożonego istotnie wpływają na kształtowanie kultury bezpieczeństwa pracy. Ponadto respondenci reprezentowali przedsiębiorstwa, w których KBP jest oceniana jako akceptowalna, ale wymagająca dalszego rozwoju, by mówić o silnej czy pożądanej kulturze bezpieczeństwa pracy.

6

Leadership in social economy entities illustrated with an example of the Mazowieckie province

Adamiak Katarzyna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

|

z. 199

9--19

EN

Purpose: The aim of the paper is to present the results of a quantitative research conducted among social economy entities operating within the Mazowieckie Province and to illustrate the effects of the literature review on leadership, resulting in the identification of determinants affecting the analysed concept. The topic was pursued by the author due to the dynamic development of social economy entities and the importance of leadership in the development of each organisation. Design/methodology/approach: The ongoing research serves as an introduction to the in-depth analyses that will be carried out in the Mazowieckie Province. This province was chosen for the study due to the fact that according to the Polish Central Statistical Office (GUS), the number of non-governmental organisations, which comprise social economy entities, is significant and stands at 15,200 (data from 2021 – the most recent data available). In recent years, the subject of social economy has been gaining importance, particularly due to the legal conditions in this area, which emerged with the Act on social economy implemented in 2022. Due to the dynamics of the development of social economy entities, the importance of the entities in the reemployment of excluded individuals and many unexplored areas in this field, it can be assumed that the subject should be researched. The process has been initiated with the conduct of the quantitative research described in this paper and will be continued in further in-depth research. Findings: The research conducted resulted in the verification of the prepared survey questionnaire and a very general outline of the approach of the selected representatives of the surveyed social economy entities in the area of leadership styles. Originality/value: The discussed topic of social economy entities in the context of leadership is new and partially fills the research gap.

7

Changes in teamwork and new leadership characteristics, triggered by the work form changes

Byczyk Mateusz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2024

|

z. 198

81--96

EN

Purpose: This article aims to explore the evolving dynamics of teamwork and the emerging leadership characteristics that have been brought about by the shifting landscape of work. It examines how changes in work formats, such as remote and flexible arrangements, have influenced team collaboration and the qualities now crucial for effective leadership in this transformed work environment. By examining these developments, this work tries to provide insights and guidance for both organizations and supervisors to adapt and thrive in this new era of work. Design/methodology/approach: This critical literature review is based on articles focused on the role of leader and manager in the context of teamwork performance, taking into account the recent work form changes, all of the reviewed papers were published between 2017 and 2022. Findings: Today's teams operate differently than those from ten years ago. Newly formed groups should be led by individuals who embody leadership qualities, while also possessing some managerial traits. Leaders, utilizing new ICT tools, can influence every aspect of team management. Modern leadership now requires creativity, inclusivity, global connectivity, collaboration, technical competence, and agility. Additionally, leaders need to be adaptable, emotionally intelligent, and capable of providing moral support, especially in a remote or hybrid work setting. Practical/social implications: The challenges discussed in the reviewed articles suggest that similar issues will arise in most organizations today. Supervisors can use these insights to determine whether their teams need a manager or a leader, based on team conditions. Managers ensure accountability by following established rules, while leaders in-spire and motivate through vision and personal qualities. The choice between a manager and a leader, or a combination of both, depends on the team's specific goals, the nature of the project, and the skills and qualities of the individuals involved. Originality/value: This literature review emphasizes that today’s employees expect supervisors to navigate and act in alignment with contemporary knowledge and technological potentials. Understanding these expectations helps organizations foster better leadership and teamwork in the modern work environment.

8

Świadome przywództwo. Klucz do zwiększenia efektywności zespołu i procesów w branży farmaceutycznej

Różalska-Lange Sylwia

Kierunek Farmacja

|

2024

|

nr 1

36--38

PL

W dzisiejszym dynamicznym środowisku biznesowym świadome przywództwo staje się kluczowym elementem skutecznego zarządzania zespołem i procesami w organizacji. Lider, który jest świadomy swojego wpływu na otoczenie, może skutecznie kierować zespołem, tworzyć harmonię w pracy i zwiększać efektywność procesów. W artykule skupimy się na kluczowych aspektach pomagających liderom w zwiększeniu efektywności zespołu i procesów.

9

Prawdziwi liderzy budują zaangażowane zespoły

Różalska-Lange Sylwia

Przemysł Farmaceutyczny

|

2023

|

nr 1

38--40

PL

Już przed COVID-19 świat liderów wydawał się skomplikowany, głównie ze względu na postępującą automatyzację i cyfryzację, a także zmienność i nieprzewidywalność biznesu. Pandemia pokazała, że poza „zwykłą” zmiennością, ostatnie dwa lata można uznać za wielowymiarowe transformacje, gdyż zarówno tempo, jak i skala zmian przerosły nasze wyobrażenia i wymagały od liderów błyskawicznego pozyskania nowych kompetencji.

10

Roles of effective leaders in small and mediumsized enterprise management under the global economic crisis

Thornsri Prapaporn, Pila-Ngarm Patarakhuan

Polish Journal of Management Studies

|

2023

|

Vol. 28, No. 2

349--366

EN

This research aimed to study the correlation between the role, behaviour, characteristics, style, and efficiency of leaders in managing small and medium-sized enterprises (SMEs) during the global economic crisis in Thailand. Mixed methods were employed to collect qualitative and quantitative data from SME entrepreneurs with business experiences and successful business management in Bangkok for at least 10 years in the service sector that was growing in medium-term growth by using the interview form and questionnaire survey. Many factors can contribute to a successful or existing business, and an appropriate approach will be used in operation. The approach and leadership roles discovered in this study should emphasise building personnel confidence, having a clear vision, being a good planner, being decisive, being a problem solver to reduce business effects, creating various channels to access targets, and updating information systems to improve business strategies.

PL

Celem tego badania było zbadanie korelacji między rolą, zachowaniem, cechami, stylem i skutecznością liderów w zarządzaniu małymi i średnimi przedsiębiorstwami (MŚP) podczas globalnego kryzysu gospodarczego w Tajlandii. W celu zebrania danych jakościowych i ilościowych zwrócono się do przedsiębiorców zlokalizowanych w Bangkoku z sektora MŚP z 10 letnim doświadczeniem w sektorze usług, posiadającym doświadczenie biznesowe i skuteczne zarządzanie biznesem, dla posyskania danych zastosowano metody mieszane (formularz wywiadu i ankiety). Na podstawie przeprowadzonych badan stwierdzono, że wiele czynników może przyczynić się do sukcesu planowanego lub istniejącego biznesu, po tym gdy odpowiednie podejście zostanie zastosowane w działaniu. Podejście i role przywódcze zidentyfikowane w niniejszym badaniu powinny kłaść nacisk na budowanie zaufania personelu, posiadanie jasnej wizji, bycie dobrym planistą, bycie zdecydowanym, rozwiązywanie problemów w celu zmniejszenia efektów biznesowych, tworzenie różnych kanałów dostępu do celów oraz aktualizowanie systemów informacyjnych w celu poprawy strategii biznesowych.

11

The Battalion Commander Course in Israel as One of the Equivalent Courses for Military Rank

Saganová Monika

Kwartalnik Bellona

|

2023

|

Nr 1

65--74

EN

The article deals with the equivalent courses for military rank in the Slovak Armed Forces. The aim of the article is to introduce the participation of Slovak, Czech, Polish and Hungarian soldiers in The Battalion Commander Course, which refers to the knowledge applicable and not applicable to the Slovak and Czech armed forces. The main part of this course deals with the developing leadership of the commanders, the goal is to train and educate the commanders, to set a personal example and to prepare the commanders for the deployement in wide scale of operations.

PL

W artykule przedstawiono szkolenia i kursy organizowane w Słowackich Siłach Zbrojnych, uprawniające do uzyskania poszczególnych stopni wojskowych. Omówiono szkolenie słowackich, czeskich, polskich i węgierskich żołnierzy na dowódcę batalionu (Battalion Commander Course) oraz wskazano różnice w zakresach wiedzy przekazywanej tym żołnierzom. W Słowackich Siłach Zbrojnych nacisk jest kładziony na rozwijanie umiejętności przywódczych dowódców, a także na takie wyszkolenie i edukację, by żołnierze stanowili przykład dla innych oraz byli przygotowani do udziału w różnego rodzaju operacjach.

12

The competencies of a manager as a factor contributing to the success of a company in the VUCA environment

Balcerzyk Dorota, Karczewski Dariusz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2022

|

z. 157

9--23

EN

Purpose: Change is nowadays becoming an intrinsic part of any organization’s functioning. The concept of a learning organization that can meet the requirements of the VUCA principle is already common in literature. Since organizations are made up of people led by a leader/manager, thus requiring personal ability to deal with emerging problems. The aim of this paper is to present theoretical considerations and research analysis justifying its thesis that the diversity of a leader’s competencies significantly affects the effectiveness of management and ultimately determines their organization’s success. Design/methodology/approach: The aim of this paper was achieved by conducting an argumentative review of the literature available on the subject, which served as the basis for designing the methodological assumptions and further research. Survey methodology was selected as the main research method. The research was conducted among managers/leaders of a group of selected building materials companies. Such targeted research allowed for proper understanding of respondents’ position in relation to the subject matter and made it possible to draw conclusions. Findings: The conducted research leads to the conclusion that the variety and universality of a leader’s competencies affect the effectiveness of managing a team. The research has resulted in a proposal of a competency model of a modern manager able to effectively manage a company. The model considers the leading competencies as the basis for the proposed spectrum of skills. The leading competencies determining a manager’s actions and allow for the emphasis of the multidirectional nature of the desired features include self-organization, self-improvement, openness to new ideas, strict principles, making correct decisions, and taking care of the team’s relations and environment. The above-listed competencies can be used to generate further skills and traits, which can be used to create a complete competency model of an effective manager. Practical implications: The results of the conducted research and the proposed competency model constitute a valuable source of information for those responsible for managing a team in a difficult VUCA environment. The proposed approach to managerial competencies and in particular to their diversity will contribute to managers’ effectiveness and flexibility. Originality/value: The assumed research position pertains to learning organizations operating in dynamic environments. The key role in such an organization is played by a manager able to not only keep up with the changing conditions, but also anticipate them. The authors of this paper propose a model allowing managers/leaders to learn and evolve in response to emerging challenges, thus ensuring their company’s effectiveness.

13

On the way to turquoise organizations and turquoise leadership

Wasiluk Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2022

|

z. 158

647--661

EN

Purpose: The aim of the text is to present the concepts of turquoise organizations and turquoise leadership against the background of the evolution of societies, organizations and leadership. Design/methodology/approach: The study was based on literature studies. Findings: The text summarizes and characterizes the various stages of the development of societies. The different types of organization were characterized in the model of organization by F. Laloux, paying particular attention to the turquoise organization. All the "colored" leaders are characterized in detail - from purple to turquoise. Practical implications: The basic recommendation for management practitioners who would like to create a turquoise atmosphere in their organizations is reflection on the actual and declared key values and the mission of the organization. They also have to answer the question of how much they are able to share power with their colleagues, how much are they able to trust them. It is also becoming extremely important to build emotional openness between employees and their loyalty to each other. Originality/value: The text may be of interest to both researchers on the topic of turquoise organizations and practitioners who would like to transform their organizations into modern workplaces.

14

Leader’s digital competence in motivating employees during the Covid-19 pandemic – research findings

Miszczak Marta

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2022

|

z. 159

269--279

EN

Purpose: The purpose of the paper is to illustrate to what extent, during the Covid-19 pandemic, leaders representing enterprises operating in Poland, use IT in motivating employees. Design/methodology/approach: The paper is based on a literature review, secondary materials in the form of research reports, describing the level of digital competence of Poles, employees and leaders, as well as own research. The results of pre-pandemic research indicate a low level of digital competence of a leader. With reference to this research, the paper presents part of the results of the author's study on digital leadership. Its implementation took place in 2021. 163 companies, located in Poland, participated in it. The study used a diagnostic survey method, the CAWI technique and the author's survey questionnaire. Findings: The results of the survey indicate that there is a fairly good level of digital competence among leaders, at least in terms of motivation. No correlation is noted between the use of IT in motivating employees with the scope of the company, the form of ownership of the company, the owner's capital, the size of the company and the respondent (manager, IT manager, owner, board member). Only in the case of the degree of computerization of the company does such a correlation appear. Research limitations/implications: When interpreting the results presented in the paper, it is worth bearing in mind some limitations accompanying the study. The first concerns the difficulty of identifying whether the surveyed managers can be called leaders. The second limitation is related to the use of self-assessment in assessing the digital competence of managers. In this regard, it would be worthwhile to conduct a survey of employees to verify the level of digital competence declared by managers. Originality/value: The paper deals with the use of IT in motivating employees, an under 27 identified but important problem, especially during the Covid-19 pandemic. The results of the study can be a guide to what factors to pay attention to when improving the digital competence of the leader and employees.

15

Communication of a leader

Szczepański Piotr, Kanik Tomasz

Logistics and Transport

|

2021

|

Vol. 51-52, No. 3-4

113--127

EN

Effective communication is the most important skill a leader can have. It is thanks to her that he achieves his goals and is effective in action and influencing the environment. The article deals with the topic of skilful communication of a leader. The authors of the publication characterized the process of social communication aimed at causing the recipient of information to change the consciousness intended by the sender. Communication skills are presented as a trait of a leader, as well as trust in him as one of the most important conditions for its effectiveness. The personality trait of charisma was also discussed, thanks to which the person possessing it owes unquestionable authority in people and influence on them. It is often the most succinct way of describing the trait that distinguishes effective leaders from subordinates. In order to analyse the quality of communication in the managed team, the study contains sets of questions that should be answered by the leader. They contain questions to be asked when analysing the process of giving direction, analysing your level of empathy for feedback in the communication process and building team morale, and analysing the process of your leadership activity towards your team members. The publication also characterizes the performance of a leader in a multicultural environment and describes models of the leadership process.

16

Uniformed Leaders in Crisis Situations

Chrobot Piotr

Nowoczesne Systemy Zarządzania

|

2020

|

T. 15, nr 3

29--37

EN

The article concerns the operation of human teams in critical situations on the contemporary battlefield. Soldiers acting together during combat operations gain confidence in each other are able to see the strengths and weaknesses of their commander and themselves. Nothing unites the human team as much as living together in crisis situations, where human life and health depend on proper cooperation and exchange of information. It is the Commander who is responsible for his subordinates. The competences of the leader contribute to how efficiently this team will deal with emerging threats.

PL

Artykuł dotyczy działania zespołów ludzkich w sytuacjach krytycznych na współczesnym polu walki. Żołnierze, działając wspólnie podczas działań bojowych, nabierają do siebie zaufania, są w stanie dostrzec zarówno atuty, jak i słabsze strony swojego dowódcy oraz własne. Nic tak nie cementuje zespołu ludzkiego jak wspólne przeżywanie sytuacji kryzysowych, gdzie od prawidłowej współpracy i wymiany informacji zależy życie oraz zdrowie ludzkie. To na barkach dowódcy spoczywa odpowiedzialność za jego podwładnych. Kompetencje, jakie posiada lider, przyczyniają się do tego, jak sprawnie zespół ten poradzi sobie z pojawiającymi się zagrożeniami.

17

The influence of leadership qualities on the functioning of groups responsible for state security

Kopczewski M., Liberacki M.

Scientific Journal of the Military University of Land Forces

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2018

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Vol. 50, No. 1(187)

180--194

EN

In social reality no structures, groups or organizations exist in which there are no leaders. Virtually every formation has its own leader, which binds human resources, and whose behavior affects the implementation of tasks. The fact of having strong leadership supported by competencies and relevant characteristics of an individual is crucial for the functioning of groups responsible for security. A competent leader should be able to express and evoke enthusiasm for common visions and goals, to take a leadership role regardless of occupational status, to direct subordinates’ work, but at the same time, without exonerating them from the obligation to achieve results, to strive to set a positive example in any given situation. A leader should be able to convince subordinates with his or her decision and reconcile the management style with the appropriate approach. Being aware of own positive and negative characteristics, he or she disciplines himself/herself and takes a lead. Due to the ability to communicate with subordinates and the environment, a leader makes people who come into contact with him/her understand the intentions of his/her messages and actions and feel confident that they understand the information.

18

Selected leadership qualities

Gaj M.

Scientific Journal of the Military University of Land Forces

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2018

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Vol. 50, No. 4(190)

140--151

EN

The article presents the essence and importance of leadership, with particular reference to the specificity of military leadership. The purpose of the article is to indicate the validity of certain leadership qualities in the civil and military context, as well as the interaction between them. The research was carried out on civilian organization employees who were to assess the validity of selected leadership traits. The most important features and social competencies necessary for effective leadership and attitudes, described in the literature as worthy of imitation, are presented. The applied research methods (the analysis of literature and surveys in civilian organizations) allowed for indicating the distinguished leadership traits and some similarities between the characteristics of a military and civilian leader.

19

Rola przywództwa we współczesnych Siłach Zbrojnych RP

Chrobot P.

Nowoczesne Systemy Zarządzania

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2017

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T. 12, nr 4

119--129

PL

Bardzo wielu przywódców zapisało się w historii świata wielkimi literami, w zebranym materiale postarałem się opisać ich cechy osobowościowe, jak również style kierowania, dzięki którym oddziaływali na innych, by osiągać założone cele. Ponadto celem artykułu jest ukazanie roli współczesnego przywódcy w Siłach Zbrojnych RP.

EN

Many leaders have written in the history of the world in large letters, in the collected material I tried to describe their personality traits as well as styles of leadership, through which they influenced others to achieve their goals. In addition, the aim of the article is to show the role of a modern leader in the Armed Forces of the Republic of Poland.

20

Program sukcesji liderów przedsiębiorstw

Dźwigoł-Barosz M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2016

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z. 99

107--117

PL

W artykule zaprezentowano zagadnienie sukcesji liderów przedsiębiorstw. Wskazano przesłanki wdrażania programów sukcesyjnych ze szczególnym podkreśleniem problemów kadrowych współczesnych przedsiębiorstw. Zaproponowano program sukcesji liderów w ramach przedsiębiorstwa ukierunkowany na proces zarządzania talentami z uwzględnieniem szczególnej roli pracowników o wysokim potencjale (HiPo), których objęcie koncepcją The Leadership Pipeline może zapewnić ciągłość kompetentnego zarządzania na najwyższym szczeblu, umożliwiając funkcjonowanie przedsiębiorstw w dłuższej perspektywie. Uzupełnieniem rozważań są zagadnienia odnoszące się do procesu sukcesji w przedsiębiorstwach rodzinnych.

EN

The following article presents the notion of business leader succession. It enumerates preconditions for implementing succession programs, with a special emphasis given to HR concerns haunting modern companies. A program for business leaders succession is put forward. The program is designed around the talent management process, taking into account a specific role of high potentials (HiPo). The latter, covered by the Leadership Pipeline concept, may ensure the continuity of competent management process at the highest level, allowing companies to be operative for much longer time. The author also ponders the succession process in family-run companies.