Expected features and the behavior of talented leaders in the three sectors of the Polish economy in context with other Central-Eastern European Countries

Abstract

In this article the author attempts to analyze the expected features and behavior of talented leaders existing in the three sectors of the Polish economy according to presented literature the meaning of talent. The author presents confrontation between the most popular ways to explore talented individuals connected with IQ tests and a more adequate solution based on a practical approach. The in-depth diagnosis of the problems presents the basic expectations of employees towards organizational leaders in the three sectors of the Polish economy - public, private and NGO. The formulated questions in this article are appropriate for the needs of the first stage of leadership research. The conducted study shows expectations of employees from the last 23 years since the transformation of Poland and the 6 to 8 years since ISO standards were implemented in different Polish organizations and European Funds have supported Polish entrepreneurs and their personnel. In this article it also shows the results of international research about expectations of employees and future managers towards organizational leaders in different countries in Central-Eastern Europe.

The Cultural Inheritance of Abilities and Skills in Entrepreneurship Domain as a Determinant of Organizational Leadership

“…A real chance to conduct in-depth research of this phenomenon described in this article is to observe my previous studies of local leaders and activities of local communities members (for example : Haromszeki, 2014;Haromszeki, Jarco, 2012;, Haromszeki, 2011a, Haromszeki 2011b, because both attitudes: activity and passivity/ hostility often relate to families and local communities. We still observe that trans generation maintains the attitude of entrepreneurship or helplessness which are difficult to modify, even with a very creative approach to education and vocational training.…”

Leadership, Employee and Competency Development for Better Talent Management in the Face of the Dynamics of Environmental Changes

“…Tarique and Schuler, 2018;Sheehan, 2012). The identification of talents should be a rational process based on the existing organizational conditions (Haromszeki, 2014), because some talented individuals may be a problem for companies (Coulson--Thomas, 2012). In line with other studies, TM practices have to be adapted to a changing environment, because talent management development has a significant relationship with achieving success within an organization (Panda and Sahoo, 2015).…”

Ethical Values of the Organizational Leader

“…np. [Haromszeki 2014;2016;Haromszeki, Jarco 2014;), znaczenie wartości moralnych jest dużo mniejsze niż wartości, cech i zachowań bezpośrednio kojarzonych z sukcesem finansowym i zarządczym -takich jak skuteczność, sprawność, efektywność i przedsiębiorczość. Nie ma też niepodważalnych dowodów, że etyczny, moralny przywódca będzie skuteczniejszy od nieuczciwych konkurentów.…”