A B S T R A C T Objective:The purpose of this article is to provide insight into how managers fit their roles and what tasks they perform. It addresses leaders and action they undertake. In particular, the study aims to focus on competences which comprise specific skills and experience, knowledge, and cognitive abilities to understand, analyse, or reason. Research Design & Methods:Qualitative research was done. Individual method within an ethnographic study includes an anthropological interview. In total, 16 participant in large companies were interviewed. Interviewees were managers and leaders on different organisational levels. The study used the principles of the grounded theory approach for analysing data and is based on the results of longitudinal research. Findings: The results revealed that managers usually follow imposed goals while leaders are expected to create their own directions of organisational development. Although respect and authority might be an integral part of managers' job, as opposed to leaders, they are not indispensable. It is concluded that leaders need to deal with issues which are strategic for a company and much more important than it is in the case of managers who usually concentrate on finding solutions for everyday problems. Implications & Recommendations:The findings point to how competencies influence an organisational role. Even if they are interrelated, there is no need to demonstrate all of them to become a leader. Contribution & Value Added: This article offers a conceptualisation of how the theory corresponds with practice and points out that immaterial, immeasurable factors matter. Article type:research paper

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The purpose of this paper is to examine the way in which the press creates, sustains, and enhances a leader's legitimacy. The research subjects are not leaders considered as flesh-and-blood human beings, but rather the images of people perceived as leaders and their impact in the process of societal sensemaking. The paper addresses the role of the process of image construction and re-construction, as it then allows the individual to define what was noticed, categorize it within interpretative schemes, and understand reality as a distinct reflection of events. The image is studied using qualitative methods and techniques. The results indicate that although the literature on image management mostly emphasizes the role of impression management, the image of a leader is determined by social expectations. Therefore, the dynamics within the environment do not simply force the maintenance of the adapted perception of organizational identity, but rather the active management and development of identities throughout image process creation. Finally, it is argued the concept of a leader is masculinized and there is no universal scheme for building a leader's image.

Purpose: This study aims to identify and describe changes in leadership development programs caused by the spread of SARS-CoV-2. Design/methodology/approach: Participants were selected purposefully. The core part of the qualitative study involved 25 individual in-depth interviews. Findings: The data indicates that leadership development is not perceived as a core business process. In most cases, certain learning interventions were withheld but not terminated or managers ordered a digital culture transition. Data shows that given the progressing change, there is a need for further reflection on whether technology-mediated leadership behaviour would not be a standard. Research limitations/implications: Qualitative research does not permit broad generalizations. Although the data collected allows indicating how leader-nurturing process owners perceive change that impacts leadership development, there is no possibility to indicate the intensity or importance of the reactions. Originality/value: This study enriches the research on leadership management in big enterprises. It provides meaningful insights by examining the attitude and reactions of managers responsible for nurturing leaders. The findings of this study extend the understanding of the leadership development goal and its impact under specific conditions.

Celem niniejszego artykułu jest ukazanie roli kompetencji przedsiębiorcy aktywnie uczestniczącego w rozwoju gospodarczym. Jako że proces przedsiębiorczy i działania przedsiębiorcze postrzega się jako fundament rozwoju gospodarczego, narzędzie do eliminowania bezrobocia, natomiast przedsiębiorców pojmuje się jako decydentów w otoczeniu gospodarczych, to w części teoretycznej zaprezentowano badania eksplorujące problematykę kompetencji ważnych w przyszłości determinujących działalność gospodarczą. Celem zidentyfikowania kompetencji w zakresie przedsiębiorczości wśród polskich przedsiębiorców analizie poddano wypowiedzi na temat działań i rodzaju realizowanych przez nich zadań, które prowadzą do stworzenia przedsięwzięcia i jego rozwoju. Pracę kończy dyskusja na temat oczekiwań stawianych przez instytucje wobec osób uczestniczących w rozwoju gospodarczym a postrzeganiem problematyki kompetencji przez osoby aktywne zawodowo.