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How Romanian Leaders Take Charge And Develop Their Teams

Author

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  • Cosmina Ioana NOAGHEA
  • Madalina BALAN
  • Cristian-Virgil MARINAS
  • Ramona Stefania IGRET

Abstract

The role of leaders in developing organisations and increasing the engagement of personnel was widely debated in the academic literature. The relationships between managers and employees are essential motivating factors and research demonstrate that the personality of a manager enhance or inhibit engagement (Howell, 2017) finally contributing to teams development. As leaders are influential in determining the fate of their organizations through their decisions, strategies, and influence on others, this research is a quantitative leadership study conducted to draw the personality profile of Romanian leaders and to verify if there are differences among industries. It explores the values, day-to-day characteristic and stress reactions on a sample of 870 to 1116 top, middle managers and high potentials using Hogan Personality Inventory (HPI) (Hogan, 1992), Hogan Development Survey (HDS) (Hogan, 1997) and Hogan Motives, Values and Preferences Inventory (HMVI)(Hogan, 1996). The results showed that Romanian leaders displayed average scores for most of their personality characteristics. Their top 3 motivational drivers are power, science and affiliation. They are motivated to get ambitious results, they are interested in learning and being up to date and making decisions based on data and they enjoy networking. In terms of usual working style, their top 3 scores are for ambition, prudence and learning approach. They are competitive and energetic, committed to get things done, they do display good planning and organizing skills, and they are well-informed and value education. Under stress, their top 3 derails are bold, diligent and colourful. They become overconfident and arrogant, they micromanage their teams being too much controlling and details oriented, and they are keen for self-display and getting others’ attention. Looking for difference between professional services and pharma, we found that leaders and high potentials working in professional services showed higher drivers (status, social, and business interests) compared with the ones working in pharma.

Suggested Citation

  • Cosmina Ioana NOAGHEA & Madalina BALAN & Cristian-Virgil MARINAS & Ramona Stefania IGRET, 2017. "How Romanian Leaders Take Charge And Develop Their Teams," Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 11(1), pages 794-801, November.
    • Handle: RePEc:rom:mancon:v:11:y:2017:i:1:p:794-801
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    References listed on IDEAS

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    1. Catalina RADU & Marian NASTASE, 2011. "Leadership and Gender Differentiation," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 12(3), pages 455-460, July.
    2. Catalina Radu & Alecxandrina Deaconu & Corina Frasineanu, 2017. "Leadership and Gender Differences--Are Men and Women Leading in the Same Way?," Chapters, in: Aida Alvinius (ed.), Contemporary Leadership Challenges, IntechOpen.
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    Cited by:

    1. Flor Madrigal-Moreno & Salvador Madrigal-Moreno & María de Jeús Montoya-Robles, 2020. "Communication as a Key Element in the Labor Inclusion of Mexican Millennials," International Review of Management and Marketing, Econjournals, vol. 10(2), pages 15-20.

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