FM - Leadership

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Adding knowledge to virtual teams in the new normal : from leader-team communication towards the satisfaction with teamwork
(MDPI, 2022-05-24) Vătămănescu, Elena Mădălina; Dinu, Elena; Stratone, Mădălina Elena; Stăneiu, Roxana Maria; Vintilă, Florina
The present paper sets out to investigate the relationships among several key constructs that cover the work patterns and processes in the context of the COVID-19 pandemic. Emphasis is laid on the leader-team communication, the fostering of a strong team culture, team performance and satisfaction with teamwork in the case of virtual teams. The scrutiny is intended to complement recent developments in the field which compared traditional and virtual teams at different levels by adding knowledge to virtual teams’ communication and interaction patterns and processes. In this vein, an online survey was conducted with 175 members from different virtual teams. The findings showed the advancement of a pertinent conceptual model, mostly displaying significant relationships among constructs. Four out of the five formulated hypotheses were validated, the highest influences being reported between leader-team communication and team culture, respectively, and between team performance and satisfaction with teamwork. Furthermore, the structural model explained over 50% of the variance in the satisfaction with teamwork, thus supporting the relevance of the inferred relationships.
Contrasting traditional and virtual teams within the context of COVID-19 pandemic : from team culture towards objectives achievement
(MDPI, 2022-04-11) Stratone, Mădălina Elena; Vătămănescu, Elena Mădălina; Treapăt, Laurențiu Mihai; Rusu, Mihaela; Vidu, Cristian Mihai
The current paper aimed to comparatively scrutinize some key dimensions apposite for the dynamics of traditional versus virtual teams in the context of the COVID-19 pandemic. Emphasis was laid on the positive leadership perception, communication effectiveness among team members, objectives achievement, diversity approach, and the perception of team culture strength. Invitations to fill in an online questionnaire consisting of paired items were sent in January 2022 via email to over 200 potential respondents working in both traditional and virtual teams, using a snowball sampling technique; 137 subjects completed the entire questionnaire, hence allowing a reasonable research sample for conducting relevant statistical analyses (i.e., paired t-test given that the aim was to investigate the difference between paired sets of variables for the same issues). The empirical exploration brought to the fore significant differences among the considered dimensions, thus underscoring the benefits and drawbacks of working in traditional versus virtual teams in the context of the new normal. Evidence was brought forward that teamwork in traditional teams (i.e., based on face-to-face interaction) is preferable to that in virtual teams (i.e., based on online interaction). Meaningful differences were observed regarding the perception of team culture strength, communication effectiveness, positive leadership perception, and diversity approach in favor of traditional teams, the questioned respondents opting for the offline coordination and collaboration processes.
Editorial : New work demands and managing employee well-being in the post-pandemic world
(Frontiers, 2024) Riaz, Zahid; Stankeviciute, Živile; Pinzaru, Florina
From remote work to increased reliance on technology, employees have had to adapt to new practices and navigate the new work demands since 2020. The post-pandemic era witnessed Great Resignation, Quiet Quitting, and Loud Quitting, and thus, it has become necessary to examine employee happiness and wellbeing more closely (Formica and Sfodera, 2022; Moon et al., 2023; Larson, 2024). Employee wellbeing has become one of the most critical and pressing concerns (Zicari and Gamble, 2023). Employers and organizations have realized the importance of prioritizing their employees' physical, safety, and mental health (Kane et al., 2021). This shift toward a holistic employee wellbeing model is very crucial for the long-term success of organizations (Cao et al., 2022). A 2023 survey of Gallup into employee wellbeing discovers that having a job that employees hate is worse than being unemployed. Thereby, these negative emotions impact employee engagement and cause decreased productivity in the workforce. These productivity losses are estimated to account for about US $8.8 trillion, which is 9% of the global GDP (Gallup, 2023). Similarly, McKinsey Health Institute found that one out of four employees around the globe experiences burnout due to a toxic workplace (McKinsey, 2022). In a 2023 survey, it was found that employees who had positive work experiences were more innovative and better performers in their jobs (McKinsey, 2023). Such empirical evidence underscores the increasing recognition of the importance of employee wellbeing in the post-pandemic world, driven by a growing demand for organizations to contribute positively to society.
Gliding between team members’ similarity versus diversity toward performance: the role of technological advancements
(Business Systems Laboratory, 2025) Vătămănescu, Elena-Mădălina; Bunica, Andreea; Dinu, Elena
"The current endeavor aims to provide preliminary insights into the dyad similarity – diversity of team members by considering two main factors, that is, performance achievement (as outcome) and technological advancements (as potential moderator). To this end, the remainder of the extended abstract will briefly look at the benefits of similarity versus the benefits of diversity among team members from the group and organizational perspectives, also introducing the role of technological advancements in the overall analytical framework. The composition of a team can significantly impact its overall performance and the success of the organization it serves. Researchers have identified factors like leadership, empowerment, and team structure as contributors to team effectiveness (Chen et al., 2005; MacMillan et al., 2002) Nevertheless, one factor garnering growing attention is the role of team member similarity in enhancing business performance (Vătămănescu & Mitan, 2023). "
Leveraging neuroleadership and adopting AI to improve human capital development in IT&C business organizations
(Bucharest University of Economic Studies, Faculty of Management, 2024-08) Stăneiu, Roxana Maria; Stratone, Mădălina Elena; Dabija, Dan Cristian; Mititean, Pompei
This paper aims to explore how business organisations in the Romanian IT&C sector strategically implement neuro-leadership principles to accelerate the adoption and implementation of artificial intelligence (AI) technologies, thus enhancing human capital development and promoting sustainable competitive advantages. Applying the focus group method, dynamic discussions were held with 10 representatives of Romanian IT&C companies to highlight how these business organisations strategically implement neuroleadership principles and adopt AI technologies in human capital management. The results of the research, divided into four main themes, reveal the importance of neuroleadership in improving employee competencies as well as overcoming the challenges associated with implementing AI in organisations. Research provides new and relevant insights for leaders in business organisations to effectively adapt to the complexity of technological change caused by AI adoption in human resource management. At the same time, the results reveal the importance of fostering a culture of continuous learning and development to harness the potential benefits of AI, while mitigating the risks associated with this approach. The originality of the paper is derived from the merging of the fields of leadership, neuroscience, and AI, thus providing a comprehensive understanding of the dynamics shaping organisational responses to technological innovation.
Like me : generation Z and the use of social media for personal branding
(Faculty of Management, SNSPA, 2019-06-28) Vițelar, Alexandra
Building a personal brand in this modern age, where technology and social platforms redefine the way individuals interact, has become a necessity, especially for the young generation Z which are increasingly involved in the online medium. A personal brand conveys an individual’s identity and distinctiveness and it has become an important tool for young individuals that enables them to achieve success regardless of their status: they can be young professionals in search for a job, public speakers, bloggers, managers or entrepreneurs. In this context, this paper focuses on Generation Z and the importance of building a personal brand in the age of social media. Taking into consideration the recent development of personal branding tools and social media platforms, such as Facebook, Instagram or LinkedIn, the aim of this paper is to investigate the degree in which young individuals, belonging to Gen Z, understand the benefits of social media personal branding in order to create a strong online identity to help them at the start of their career. It is specifically interesting to discover how Gen Z individuals appreciate the efficiency of personal branding through social media outlets, considering that they belong to a generation known for being digital and tech-savvy, more so than their predecessors.
Management and leadership in an interconnected world
(Tritonic, 2020) Pînzaru, Florina; Zbuchea, Alexandra; Vițelar, Alexandra; Ciuciuc, Victor Emanuel
The exploratory four essays proposed in this book investigate a series of aspects of interest for any current or future manager: the current global drivers of change; the imperative of the digital transformation and its impact on management; the issues of ethics and sustainability in a global race for efficiency; the new leadership that is needed and how to educate future managers. The book should be considered an invitation to reflection and to action, as well as an introduction to future discussions.
Managerial relationships and SMEs internationalization : un-weaving the fabric of business performance
(Routledge, 2023) Vătămănescu, Elena-Mădălina; Mitan, Andreea
"As the "backbone of the economy," small- and medium-sized enterprises (SMEs) are key players in the dynamics of local, regional, and global markets, and are often obliged to provide timely responses to the increasingly fierce cross-border competition. However, SMEs internationalisation has temporarily been subject to a wait-and-see policy under the numerous uncertainties and global systemic disruptions. Despite the "new normal" brought about by the COVID-19 pandemic, recent studies show that the future still holds the potential to avail business performance opportunities to SMEs, and the hopes of managers for the years to come are reasonably high. Adopting a relationship-centric perspective, the book proposes a deeper analysis of the role of managerial relationship building and development and SMEs internationalization. In the networked economy, relationships are the invisible threads of the highly interconnected world. Either we call them connections, ties, bonds, or links, they are present everywhere marking the very essence of our lives, therefore claiming for wide consideration. Giving way to a stepwise screening of relationships and SMEs internationalization, the book is simultaneously addressed to scholars from different fields of study (i.e., international management, international business, international relationship marketing, etc.) and worldwide decision-makers (i.e., entrepreneurs and managers) interested in conducting smart business abroad."
The Impact of Knowledge Hiding on Entrepreneurial Orientation: The Mediating Role of Factual Autonomy
(MDPI, 2023) Brătianu, Constantin; Mocanu, Rareș; Stănescu, Dan Florin; Bejinaru, Ruxandra
Knowledge plays a pivotal role as a strategic asset for organizations that aim to improve and sustain competitive advantage. Despite the implementation of knowledge management systems to promote knowledge sharing, many employees exhibit knowledge-hiding behavior, deliberately withholding crucial information in the workplace. In this context, the current study aims to investigate the impact of knowledge-hiding behavior on entrepreneurial orientation (EO) within organizations. Specifically, we seek to explore how knowledge hiding influences employees’ inclination towards entrepreneurial behaviors such as innovation, risk-taking, and proactiveness. By examining the potential negative effects of knowledge hiding on entrepreneurial behaviors, we aim to identify barriers to innovation and risk taking in organizations. Furthermore, we examine the mediating role of factual autonomy in the relationship between knowledge hiding and entrepreneurial orientation. Understanding the mediating role of factual autonomy can provide valuable insights into the mechanisms through which knowledge hiding impacts entrepreneurial behavior. Additionally, we aimed to investigate the impact of knowledge hiding on organizational-level outcomes, specifically entrepreneurial orientation, and job autonomy. To investigate this phenomenon, we conducted a cross-sectional multilevel study involving 214 employees from 16 different companies in the Romanian business sector, including telecom, banking, retail, services, and IT&C. Our findings reveal that knowledge hiding has a significant impact on job autonomy and entrepreneurial orientation. The proposed model accounted for 45.9% of the variance in entrepreneurial orientation and 37.7% of the variance in job autonomy. These results have important implications for both theory and practice, highlighting the need for further exploration into how knowledge hiding impacts different aspects of organizational work design. The present examination serves as a valuable research platform for understanding the multidimensional irregularities within organizations and highlights the importance of addressing knowledge hiding behavior to foster a culture of innovation and risk-taking in organizations.
The importance of sustainable leadership towards employee engagement and wellbeing
(Springer, 2024) Vintilă, Florina; Vătămănescu, Elena- Mădălina
Running a sustainable workforce implies a combination of various factors including social responsibility, economic responsibility, transparency, innovation, and commitment. Key factors in a sustainable business should be considered a strong leadership and employee engagement. A main assumption is that a sustainable leadership significantly influences employee engagement and wellbeing, a strong leadership being critical for the success and sustainability of a business., A strong leadership can create a culture where collaboration and innovation are well values, fostering teamwork among employees while motivating their employees to work together towards a common goal. Adding data from the most recent surveys conducted by the biggest consulting firms about the workforce reimagined leads to a workplace where authentic and pertinent leadership styles are prone to spur engagement and wellbeing and, as recent studies show, the present and the future urge leadership to rethink the human resources approach, the employee experience, by focusing on people, collaboration, and close communication.
The influence of transformational leadership on the outcome of the decision-making process in the Ministry of Internal Affairs
(Tritonic, 2023-10-26) Ioan, Alexandru; Stan, Sergiu Octavian
Transformational leadership has gained significant attention as an influential leadership approach in various organizational contexts. This research aims to examine the concept of transformational leadership and its implications for the Ministry of Internal Affairs, a critical sector responsible for ensuring public safety and security. By synthesizing relevant studies, this review explores the theoretical frameworks, models, and key dimensions of transformational leadership. It further examines the relationship between transformational leadership and the decision-making process, organizational outcomes, and the specific context of the Ministry of Internal Affairs. The review highlights the significance of transformational leadership in fostering employee motivation, job satisfaction, organizational commitment, and innovation. Transformational leaders in the Ministry of Internal Affairs exhibit behaviours that inspire and motivate their followers to transcend their own self-interests for the collective goals of the organization. Additionally, the paper investigates the role of transformational leadership in influencing the decision-making process, categorizing decisions by types, implications, number of deciders, predictability, innovation, and outcomes. Moreover, we aim to identify gaps in the literature and potential solutions to fill these gaps. One prominent gap is the limited focus on the unique challenges faced by leaders within the Ministry of Internal Affairs. Future research should explore the specific dynamics and complexities associated with leading in law enforcement agencies. Additionally, there is a need to investigate the impact of transformational leadership on outcomes such as organizational resilience, interagency collaboration, and community relations within the Ministry. To address these gaps, researchers are encouraged to adopt mixed methods approaches, combining qualitative and quantitative methodologies to capture the nuances of transformational leadership within the Ministry of Internal Affairs. Longitudinal studies can also provide insights into the temporal dynamics and sustained effectiveness of transformational leaders in the public sector. This research contributes to the understanding of transformational leadership in the Ministry of Internal Affairs, offering valuable insights for policymakers, organizational leaders, and scholars. By recognizing the importance of transformational leadership and its implications for decision-making and organizational outcomes, we can provide a foundation for future research and practical implications for enhancing leadership practices within the Ministry of Internal Affairs.
The role of knowledge and interpersonal competences in the development of civic and public engagement and entrepreneurial intention
(Springer, 2024) Cegarra-Navarro, Juan Gabriel; Vătămănescu, Elena-Mădălina; Dabija, Dan-Cristian; Nicolescu, Luminița
Entrepreneurship refers to the undertaking of obligations and responsibilities that not only require the necessary knowledge to apply interpersonal competences, but also respect justice and the freedoms of other stakeholders. The objective of the study is to analyse individual, spiritual, and rational knowledge as antecedents to fostering interpersonal competences and to show how these competences affect entrepreneurial intention with the mediating role of civic and public engagement. Data are cross-sectional and collected via stratified random sampling from knowledge workers in faculties with a business-centric focus (i.e., business administration, economics, management, and marketing), with a total sample size of 527 respondents. The variance-based structural equation modelling technique using Smart PLS 4 is used for analysis. The results show that individual, spiritual, and rational knowledge are significant predictors of interpersonal competences among knowledge workers. The study also establishes civic and public engagement as a mediator in the relationship between interpersonal competences and entrepreneurial intention.

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