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1

The role of the leader in building the mental toughness of the team of employees

Miszczak Marta

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 199

425--439

EN

Purpose: The purpose of the article is to expand the knowledge on the issue of building mental toughness of the employee team and the role that the leader plays in this process. Design/methodology/approach: A review of the literature indicates that there are more and more publications in this area, but they still lack conclusions supported by the results of empirical research. This article presents the results of a study on the mental toughness of the leader and team. Empirical material was obtained from 198 managers, representing companies located in Poland. The survey was conducted in 2023 using a diagnostic survey method, CAWI technique and an author's survey questionnaire. The survey was preceded by a critical analysis of domestic and foreign literature on mental toughness. Findings: A review of the literature points to increasing publications on mental toughness, but they still lack conclusions supported by empirical research. However, these are ratings in the vicinity of the good rating without exceeding it. Of the traits and behaviors that build mental toughness, leaders rated the highest: confidence in their own competence, perseverance in achieving the goal, and precise goal setting. Areas that need improvement are related to properly understood risk-taking and challenge-taking. Building team resilience on the part of the leader mainly manifests itself in supporting employees' creativity, actively listening to them and learning about their strengths and weaknesses. Unfortunately, to a lesser extent, leaders are concerned with ensuring employees' work-life balance. Research limitations/implications: Among the problems that accompanied the organization of the study were the disordered terminology of mental toughness in the literature and the diversity of its definitions, which made it difficult to operationalize the concept. The impossibility of expanding the issue of mental toughness on the basis of the results from the study undertaken should also be considered a certain limitation. This is a result of the fact that the questions on the mental toughness of the leader and the team were a small part of the questions in the questionnaire of the survey on leadership during a crisis. It is also worth noting that the results obtained are the result of the self-assessment of managers, and in such situations one should always expect the risk of an overestimation. Originality/value: The issue of mental toughness of work teams is a little-studied area in both domestic and foreign literature. Publications devoted to it are usually literature reviews or conceptual works. Therefore, the results of the research presented in this article have a cognitive value, especially in relation to Polish realities.

2

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

Byczyk Mateusz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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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.

3

Technical education and experience of a leader as a determinants of team work effectiveness in IT projects

Jurga Monika, Zabłocka-Kluczka Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2023

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z. 169

401--420

EN

Purpose: The realization of large, characterized by high uncertainty and variability IT projects is usually complicated and overlong, and their effectiveness often lower than expected. Hence the role of the project leader as the person responsible for the success of the project is of particular importance. In this context the purpose of the paper was to investigate the relationship between technical (directional in IT) education and technical experience in IT of a leader, and team work effectiveness in IT projects, recognized as one of the predictors of the project's success. Design/methodology/approach: Empirical research was conducted to verify the existence of the predicted relationship and to reach the aim of the paper. The study was quantitative in character. The set of hypotheses was built based on the theoretical research and then verified the CAWI method on sample of 178 respondents working on IT projects in organizations operating in Poland. The calculations were made using the PS Imago Pro ver. 7.0 and Process macro for SPSS ver. 4.1 by Andrew F. Hayes. Findings: It has been shown that there is indirect relationship between the studied variables, and the mediators of this relationship are leader’s technical competences and the leader’s efficiency. There is a mediation relationship between the dependent variable (team work effectiveness) and independent variables (technical education and technical experience in IT of a leader). Research limitations/implications: Performed empirical study is burdened with certain limitations. The obtained sample of 178 respondents is by far not a representative sample and verified only in one business context (Poland). In order to generalize the results in future research cross-national study and larger samples can be collected. Practical implications: The obtained results contribute to practice of management, showing that among various groups of factors determining team work effectiveness in IT projects both soft and hard (technical) competencies of the leader are important. The latter are shaped by the technical, directional (in IT) education and technical (in IT) experience of the leader. This has practical implications, especially for HR services in the process of employees recruitment. In addition to soft skills, knowledge of programming languages and programming experience should be a significant assets wanted when hiring IT project managers. Originality/value: This research enhances understanding factors determining team work effectiveness in IT projects. The research make an important contribution to the body of project management and human resources management literature by demonstrating the meaning of the technical education and technical experience of a leader for team work effectiveness in IT projects.

4

Kompetencje lidera w zespole wielokulturowym

Słaboń Ewa

Nowoczesne Systemy Zarządzania

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2019

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T. 14, nr 2

43--52

PL

Zadania realizowane w organizacjach często wymagają współpracy w zespołach składających się z przedstawicieli różnych kultur. Wzajemne oddziaływanie ludzi z odmiennych kultur jest naturalną konsekwencją procesu globalizacji. Wyzwania związane z wielokulturowością mogą stanowić zarówno o przewadze, jak i porażce zespołu. Do zalet zespołów wielokulturowych można zaliczyć uzyskanie większej liczby pomysłów oraz szerszej perspektywy. Z drugiej strony częstym problemem zespołów wielokulturowych jest brak zrozumienia dla innych kultur, co prowadzi do budowania dystansu oraz konfliktów. Zespoły złożone z przedstawicieli wielu narodowości wymagają zatem zrozumienia różnic kulturowych oraz wysokich kompetencji liderów takich zespołów, aby potrafili czerpać z różnorodności. Dlatego wybór odpowiedniego lidera jest jednym z kluczowych czynników. Celem artykułu jest przybliżenie kompetencji kulturowych, przedstawienie zespołów wielokulturowych, wpływu zróżnicowania kulturowego oraz pozycji lidera na ich efektywność.

EN

Tasks implemented in organizations often require collaboration in teams consisting of representatives of different cultures. The interpenetration and interaction of people of different cultures is a natural consequence of the globalization process. Challenges related to multiculturalism can result in both the advantage and the failure of the team. The advantages of multicultural teams include getting more ideas and a wider perspective. On the other hand, a common problem of multicultural teams is a lack of understanding for other cultures, which leads to building distance and conflicts. Therefore, teams of representatives of many nationalities require an understanding of cultural differences and high competences of leaders of such teams to be able to draw on diversity. That is why choosing the right leader is one of the key factors. The purpose of this article is to bring cultural competences closer, to present multicultural teams, the impact of cultural diversity and a leadership position on their effectiveness.

5

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.

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Zespoły wielokulturowe – wyzwanie współczesnych organizacji

Kowalczyk A. Z.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Łódzka

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2015

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z. 60

93--105

PL

Aby organizacja XXI wieku mogła odnieść sukces, musi posiadać umiejętność dostosowywania się do wciąż zmieniającego się otoczenia i zjawisk w nim zachodzących. Jednym z takich elementów jest różnorodność kulturowa. Wciąż postępujący proces globalizacji, migracje ludności, internacjonalizacja przedsiębiorstw oraz rozwój korporacji transnarodowych to główne przyczyny powstawania organizacji i zespołów wielokulturowych. W ostatnich latach zjawisko wielokulturowości stało się dużym wyzwaniem dla zarządzania zasobami ludzkimi. Współistnienie różnych kultur wywiera istotny wpływ na funkcjonowanie zespołów, współpracę, proces komunikacji czy też rozwiązywanie konfliktów. Zespoły zróżnicowane kulturowo cechuje większa kreatywność i innowacyjność, większa elastyczność działania oraz zwiększona wydajność. Wielokulturowość ma jednak także słabe strony, takie jak brak zaufania, nieporozumienia i konflikty. Mogą one stwarzać pewne trudności i zagrożenia oraz obniżać efektywność działania zespołu. Dlatego, aby zespół wielokulturowy działał efektywnie i osiągał wyznaczone cele, jego budowanie i funkcjonowanie powinno uwzględniać różnice kulturowe i je wykorzystać do stymulowania pracy zespołu. Celem referatu jest charakterystyka zespołów wielokulturowych oraz analiza wpływu zróżnicowania kulturowego na ich działanie.

EN

If an organization of the 21st century wants to be successful, it must have the ability to adapt to continually changing environment and occurring in it phenomena. One of such elements is cultural diversity. Continually progressing globalization process, migrations of population, internationalization of enterprises and development of transnational corporations are the main reasons for the emergence of multicultural organizations and teams. In the recent years, the phenomenon of multiculturalism became a big challenge for human resources management. Coexistence of various cultures has significant impact on the functioning of the teams, cooperation and communication process or conflict resolution. Culturally differentiated teams are characterized with greater creativity, innovativeness, flexibility of action and increased efficiency. However, multiculturalism has its weaknesses such as the lack of trust, misunderstandings and conflicts. Such weaknesses may create certain difficulties and threats as well as decrease the team’s effectiveness. To assure that a multicultural team acts effectively and achieves designated goals, it should be built and taking into account the cultural differences and use them to stimulate teamwork. The objective of this paper is to characterize multicultural teams and analyze the impact of cultural diversity on their action.

7

Career path and career management in the gardening company from SME sector

Okwiet B.

Polish Journal of Management Studies

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2014

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Vol. 10, No. 1

84--91

EN

The concept of career is most commonly associated with large companies, corporations, where the newly adopted employee has the lowest position, gaining relevant experience and then “goes up”, taking higher position, sometimes ending up as president, director or board member. But career paths are also present in smaller enterprises. One such example is the career path that employees stay, from enterprise in Czestochowa, dealing with green areas. Despite the fact that the path is short, it represents a string of career path, beginning by the newly hired employee by the company.

PL

Pojęcie kariery najczęściej związane jest z dużymi przedsiębiorstwami, korporacjami, w których nowo przyjęty pracownik ma najniższą pozycję, zdobywa odpowiednie doświadczenie, a następnie "pnie się w górę", zajmując wyższą pozycję, czasem kończąc jako prezes, dyrektor lub członek zarządu. Ale ścieżki kariery są również obecne w mniejszych przedsiębiorstwach. Jednym z takich przykładów jest ścieżka kariery, gdzie pracownicy zostają, z przedsiębiorstwa w Częstochowie, zajmującego się terenami zielonymi. Pomimo faktu, że ścieżka jest krótka, stanowi ona ciąg ścieżki kariery, rozpoczętej przez nowo zatrudnionego przez firmę pracownika.

8

Rola lidera w zarządzaniu zespołem w budowlanych projektach infrastrukturalnych

Kosy K., Książek M., Nowak P.

TTS Technika Transportu Szynowego

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2013

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R. 20, nr 10

2047--2054, CD

PL

W niniejszym opracowaniu zaprezentowano wybrane aspekty odnoszące się do roli, jaką pełni przywódca, lider danego zespołu w procesie zarządzania budowlanymi projektami infrastrukturalnymi. Zaprezentowano wybrane zagadnienia dotyczące przywództwa, wybrane koncepcje przywództwa, cechy charakteryzujące lidera oraz przedstawiono podstawowe różnice pomiędzy zarządzaniem zespołem a przywództwem. Opracowanie kończą stosowne wnioski, wynikające z przeprowadzonych badań i analiz.

EN

Paper discussed the leadership issues in infrastructural construction projects. Main chosen aspects of leadership were presented, like: concepts of leadership, characteristics of the leader, main differences between simply human resource management and leadership. Paper presents conclusions driven from research works and analysis.