ledearship in economia bazata pe cunoastere

8/22/2019 Ledearship in Economia Bazata Pe Cunoastere

1/15

79

DEZVOLTAREA LEADERSHIP-ULUI N ECONOMIA BAZATPE CUNOATERE

LEADERSHIP DEVELOPMENT IN KNOWLEDGE BASEDECONOMY

Conf. univ. dr. Marian NSTASEAcademia de Studii Economice,

Facultatea de Management, Bucureti

Keywords: leaders, leadership, knowledge based economy, knowledgebased organization

AbstractPresent leaders face the clear need for defining the new organizational

internal and external coordinates, but also the manner in which they could

manage this special resource that is represented by individual and

organizational knowledge.

The leaders are aware of the knowledge importance over the

organizations performances and evolution. They understand the need for

stimulating the getting, learning, sharing and use of the best organizational

practices. We talk about their extensive and intensive use, offering, at the same

time, the possibility for all the employees to intervene and enrich their

structure and content.

Within the new economic environment, it is necessary for leaders to be

able to create a trusting climate, as fundamental premise for knowledge based

leadership effectiveness. The organizations results depend, more and more,

on the employees commitment and the way in which the organizational vision

is internalized by most part of the personnel.


2/15

80

1. Leadership-ul n contextuleconomiei bazate pe cunoatere

Dezvoltarea rapid a societiiinformaionale, dar i ocurile peaceasta le-a produs, determinspecialitii s monitorizeze cu atenieevoluia noului tip de economie,

bazat pe cunoatere. Globalizarea ioportunitile, dar i ameninrile pecare aceasta le genereaz determinorganizaiile s fie foarte atente curesursele i capabilitile de caredispun pentru atragerea clienilor ipentru a rezista concurenei acerbe.

Liderii, specialitii sunt tot maiconvini de importana cunotinelorn evoluia organizaiilor n careactiveaz. Ei asociaz succesul sau

eecul cu capacitatea creativ apersonalului (Nstase, M., 2007), cupotenialul inovativ pe care l areorganizaia.

Cunotinele i-au dovedit viabi-litatea i prin saltul rapid pe care l-aufcut de la obiect de cercetaretiinific la cel de element aplicativ(Thierauf, R., 2006). Viteza sa depenetrare a surprins i continu ssurprind numeroase organizaii, ce

nu i-au pregtit tranziia ctrestadiul de organizaie bazat pecunotine.

Cunotinele sunt considerate a firezultatul interaciunilor dintre oa-meni i informaie. Acetia procesea-z informaia, o asociaz cu alte

1. Leadership in the contextul ofknowledge based economy

Fast development ofinformational society and its shocksdeterminated the specialists tocarefully monitorize the evolution ofthe new economy. Globalization and

opportunities, but also the threats thatare generated determine theorganizations to be very cautiouswith their resources and capabilities,in order to the customers and beingable to cope with an increasingcompetition.

Leaders, specialists are more andmore convinced by the importance ofknowledge within the organizationsevolution. They associate the success

or the failure with the creativecapacity of the staff (Nstase, M.,2007), with the innovative potentialthat the organization has.

The knowledge proved itsviability also by the fast jump that itsucceeded to do from research objectto the applicative element (Thierauf,R., 2006). Its penetrating speed tookby surprise and continue to surprise alot of organizations that didnt

prepare their transition to theknowledge based organizationKnowledge is considered to be

the result of interaction betweenpeople and information. Theyprocess the information, associate itwith other, give it a meaning and use


3/15

81

informaii, i dau acesteia un sens i outilizeaz pentru atingerea unorobiective.

De aici rezult caracterulcognitiv al cunotinelor dar ipersonalizarea nalt (Handzic, M.,2005). Ele exist ca urmare aproducerii i utilizrii de ctreoameni de o mare diversitate. Ma-nagementul i leadership-ul bazate pecunotine presupun o cunoaterebun a caracteristicilor cunotinelor.

O alt abordare este cea n carecunotinele sunt tratate ca un produssau serviciu. n aceast ipostaz, cu-notinele pot fi vehiculate, trans-mise, comercializate ca orice altmarf i poate reprezenta un bunde mare valoare pentru o organizaie.

Cunotinele ntrunesc o serie decaracteristici care trebuie s se ia nconsiderare n promovarea iutilizarea managementului bazat pecunotine:

sunt rezultatul aciunilor; pot fi generate de indivizi

sau grupuri; sunt partajabile; nu pot fi uor stocate; sunt contextuale; sunt vehiculate sub o marediversitate de forme i prin circuite

variate; au valoare maxim atunci

cnd sunt aplicate.Cunotinele se nscriu ntr-o

it in order to reach some objectives.It comes out the cognitive

character of knowledge, but also thehigh specificity (Handzic, M., 2005).It exists due to the production anduse by people of large diversity.Knowledge based leadership andmanagement suppose a goodmastering of knowledgecharacteristics.

Another approach is that inwhich the knowledge is treated asproduct or service. In this scenario,knowledge can be transmitted,traded, as any other commodity andcand represent a good of high valuefor the organization.

Knowledge sum up a range ofcharacteristics that have to take intoconsideration the promotion and useof knowledge based management:

it is the result of humanactions;

it can be generated byindividuals or groups;

it can be shared; it cant be easily stored; it is contextual; it is transmitted under a wide

range of forms, using different

circuits; it has maximum value when

it is applied.Knowledge can take a wide

range of forms, from the usual ones,that we learn and apply during the


4/15

82

gam larg de forme, de la celeobinuite pe care le nvm i leaplicm n procesele de munczilnice i pn la cele necesareelaborrii i aplicrii deciziilorstrategice (Nonaka, I., Takeuchi, H.,2004). Ele vizeaz know-how-ulpersonal sau de grup, experienaindividual sau colectiv care neajut pentru a adopta i implementadecizii la nivelul postului pe care locupm.

Utilizarea cunotinelor nu esteun lucru simplu, aa cum se ntmplcu majoritatea resurselor intangibile.Imaginea sau reputaia organizaiei(Ilie, L., 2003), cultura organiza-ional (Ionescu, Gh., 2001) suntdoar cteva exemple de domenii ncare liderii ntmpin dificultisubstaniale n gestionarea elemen-telor dematerializate. Cum se pot elemsura ? Cum pot fi evaluate icontrolate ? Cum pot fi dirijate maibine spre realizarea obiectivelorpropuse ? Sunt ntrebri cu careliderii din organizaiile moderne seconfrunt n permanen i crorancearc s le gseasc rspunsuri,mpreun cu cei pe care i reprezint.

2. Cunotinele i leadership-ulstrategic

Este uor de observat c valoareaproduselor unei organizaii bazate pecunotine este dat tot mai mult de

daily programs until the ones that isnecessary to the elaboration andimplementation of strategic decisions(Nonaka, I., Takeuchi, H., 2004).

They target the personal or groupknow-how, the individual orcollective experience that help us foradopting and implementing decisionsat our job level.

Knowledge use is not a simpleissue, as it happens with the mostpart of intangible resources. Theorganizations image or reputations(Ilie, L., 2003), the organizationculture (Ionescu, Gh., 2001) are onlyfew examples of fields where theleaders meet substantial difficultiesin mastering the dematerializedelements.

How can it be measured? Howcan it be assessed and controled?How can it be better directed towardsthe proposed objectives? There arequestions to which the leaders ofmodern organizations have topermanently face and to which theytry to find the right answers.

2. Knowledge and strategic

leadershipIt is easy to notice that the

products value for a knowledgebased organization is provided moreand more by the included knowledgeand not by the incorporated


5/15

83

cunotinele ce sunt incluse acolo inu de elementele materiale. Tendinaeste accentuat de parteneriatele carese ncheie ntre o organizaie istakeholderii acesteia, indiferent cvorbim de clieni, furnizori sauautoriti. Relaiile sunt acum perso-nalizate, exist cereri specifice iarproducia de mas nu mai este bineprimit. Orientarea ctre clientnseamn o cunoatere foarte bun aacestuia i livrarea produsului decare acesta are ntr-adevr nevoie.

ntr-o economie dinamic,organizaiile sunt obligate sdescopere modalitile pentru obine-rea de maximum de valoare pe bazacunotinelor deinute. Presiuneaconcurenei le determin s sprijinemasiv creativitatea i inovareasalariailor pentru a putea rspundecu succes cerinelor tot mai stricte.

Reducerea ciclului de via alproduselor i serviciilor, ritmul rapidde uzur moral a cunotinelor,determin organizaiile s nu se maisitueze numai n poziie adversialfa de organizaii similare, ci sncerce abordri de tip nou.

Strategiile bazate pe sum zero,n care unul ctiga i altul pierdea,reprezint o abordare depit pecare organizaiile bazate pecunotine evit s o utilizeze.Asistm la situaii n care firme, pnnu demult concurente acerbe, nprezent dezvolt aliane strategice

materials.The tendency is regardless of the

fact that we talk about customers,suppliers or authorities. Relations arenow personalized, there are specificrequests and the mass productionisnt well perceived. Customerorientation means a very goodknowledge for it and its deliveryaccording to specifications.

In a dynamic economy, theorganizations are forced to discoverthe ways for getting the maximum ofvalue for the owned knowledge. Thecompetition pressures determinethem to support intensively theemployees creativity and innovation,in order to meet the demands.

Products and services life cycleshortening, the fast moraldepreciation determine theorganizations not to place in oppositesituations to similar ones, but to trynew approaches.

Strategies based on zero sum,where one wins and the other loses,represented an out-to-date approachthat the knowledge basedorganizations avoid to use. We assistto situations in which somecompanies, once fierce competitors,develop now strategic alliances oranother forms of cooperations (Larry,A., Rowland, J., 2005) where theyinvest together resources forachieving some common objectives.

A special attribute for the


6/15

84

sau alte forme de colaborare (Larry,A., Rowland, J., 2005) n careinvestesc mpreun resurse pentrurealizarea unor obiective comune.

Un atribut deosebit de importantal liderului strategic l reprezintgndirea strategic, capacitatea sa dea percepe organizaia ca un ntreg irelaiile complexe ce se manifestntre diferitele subsisteme ce ocompun, ct i interaciunile cucelelalte sisteme exterioare.

Leadership-ul strategic reprezin-t unul dintre domeniile de mareimpact asupra funcionalitii ievoluiei unei organizaii. Organiza-iile ce se dezvolt pe baza uneistrategii realiste, de natur s aducbeneficii concrete, vor acorda oatenie major selectrii ipromovrii liderilor strategici(Zecheru, V., Nstase, M., 2005).

Acetia sunt liderii ce vorconduce organizaia pe baza viziuniitranspuse n strategie, ce iau deciziipentru ajustarea elementelor strate-gice pe baza informaiilor primite,att din mediul intern, ct i celextern, astfel nct, strategia sreflecte valorificarea permanent anoilor condiii.

Organizaiile bazate pe cu-notine sunt preocupate de identifi-carea, cultivarea i dezvolta-reasurselor cunotinelor, ca modalitatemajor de asigurare a unui fond valo-ros necesar evoluiei competitive.

strategic leader is represented by thestrategic thinking, its capacity forperceiving globally the organizationand the relationships among differentsubsystems, but also the interactionwith other external systems.

Strategic leadership representsone of the field with large impactover organizations functionality andevolution. Organizations that developbased on realistic strategy, of thenature to bring concrete beneficies,will pay a major attention to selectionand promotion of strategic leaders(Zecheru, V., Nstase, M., 2005).

These are the leaders that willlead the organization on the bases ofthe vision that is transformed instrategy, the ones that make decisionsfor adjusting the strategic elementsbased on information received bothfrom internal and externalenvironment, in order to reflect thepermanent valuation of the newconditions.

Knowledge based organizationsare concerned with the identificationand development of the knowledgesources, as major mean for assuring avaluable background for acompetitive evolution.

Major knowledge sources for anorganization can be considered thefollowing:

organizations personnel;electronic databases;written documents;


7/15

85

Sursele principale de cunotinentr-o organizaie le considerm a fireprezentate de:

personalul organizaiei;bazele de date electronice;documente scrise;licene, drepturi de copyright;biblioteca;intranet i Internet;relaiile intra-organizaionale;relaiile inter-organizaionale.Cunotinele sunt clasificate n

mai multe categorii, dar cele mairelevante pe care le considerspecialitii sunt cele identificate dePolanyi (1966) i care le mparte n:

cunotine explicite;cunotine implicite (tacite).Cunotinele explicite sunt cele

care pot fi identificate relativ uor,pot fi codificate, modificate ivehiculate ntr-un mod binestructurat. Ele fac adesea subiectulcomunicrilor formale. Cunotineleexplicite sunt publice n cea maimare parte i pot fi elaborateproceduri oficiale pentru a permiteaccesul i valorificarea acestora.

Cunotinele implicite sunt celecare sunt personale, care au o

semnificaie ntr-un anumit context icare reflect valorile, principiile,experiena specific a unei persoane.Aceste cunotine nu sunt formalizateiar forma i utilizarea lor depinddecisiv de caracteristicile deintoru-

copyright, licenses etc.;library;intranet and Internet;intra-organizational

relationships;inter-organizational

relationships.Knowledge is classified in more

categories, but the most relevant thatare taken into consideration byspecialist are those identified byPolanyi (1966):

explicit knowledge;implicit knowledge.Explicit knowledge can be easily

identified, can be encoded, modifiedand transmitted in a structuredmanner. It is often subject of formalcommunication. Explicit knowledge

is public and can be elaboratedprocedures in order to access andvalue it.

Implicit knowledge is thepersonal one that has significance ina certain context and that reflect thevalues, principles and experience ofsomeone. This knowledge isntformalized and its shape and usedepend decisively by the ownercharacteristics. Due to its character it

finds to a very little extent under themanagements control.

In formulating a vision, theleaders try to get as many relevantinformation as possible fromorganizational internal and external


8/15

86

lui. Datorit acestui caracter ele segsesc doar ntr-o msur foartelimitat sub controlul managerilor.

n formularea viziunii, leaderiincearc s obin ct mai multeinformaii relevante din mediul interni extern organizaiei. Deoareceaccesul la cunotinele tacite serealizeaz n funcie de dorina iputerea indivizilor din organizaie ineavnd prghiile organizaionalenecesare controlrii acestora(Brtianu, C., Vasilache, S., Jianu, I.,2006), liderul trebuie s-i convingcolaboratorii, prin deciziile i aciu-nile lui, c mprtirea cunotineloreste modalitatea prin care intereseletuturor vor putea fi satisfcute.

Liderul strategic este capabil s-i exercite aceast gndire strategicpe orizonturi mari de timp, n ciudanumeroaselor incertitudini asociatemediului de afaceri de astzi. ndeciziile i aciunile sale este ghidatde o permanent raportare larealitile pieei, la ceea ce sentmpl n exterior, la sesizareaoportunitilor i pericolelor cu carese poate confrunta organizaia.

Rezultatele pe care le obinliderii ar putea fi considerate c sedatoreaz unui set de caliti unice,pe care le ntlnim la acetia. Este oteorie atractiv i care ar fi oferit oposibil soluie pentru amplificareanumrului de lideri de care economiai societatea au atta nevoie.

environment. As the access to thetacit knowledge is achieved functionof the individuals desire and power(Brtianu, C., Vasilache, S., Jianu, I.,2006), the leader has to convince theco-workers, by its decisions andactions that knowledge sharing is theway in which the interests ofeveryone can be best met.

The strategic leader is able toexert this strategic thinking on largehorizons, despite of numberlessuncertainties associated to thetodays business environment. In hisdecisions and actions he is guided bya continuous attention paid to marketrealities, to what happen outside, toseize the opportunities and threats theorganization faces.

The results that the leaders gotcould be considerated as being owedto a set of unique qualities, that theypossess. It is an attractive theory thatwould have offered a possiblesolution for increasing the numbersof leaders that the economy andsociety needs in different fields.

Research show that we cant talkof three, four qualities that, if aperson has, we automatically see aleader in front of us and theperformances start to flow! We couldrather speak of a wide range ofqualities that contribute differently tothe leaders success and that is instrong connection with thecharacteristic of the context where it


9/15

87

Cercetrile au artat ns c nuputem vorbi de trei, patru caliti pecare, dac le avem pe acestea, avemasigurat statutul de lider iar perfor-manele vor apare imediat. Maidegrab, putem vorbi de un evantaidestul de larg de caliti care contri-buie diferit la succesul unui lider icare este n strns legtur cu carac-teristicile contextului n care evolu-eaz i a specificului colaboratorilor.

Leadership-ul presupune oabordare specific ce rspundenevoilor unei organizaii. Ea prezinto component strategic, ce sematerializeaz n viziunea i nconducerea strategic i o compo-nent operaional, ce vizeazaplicarea viziunii.

Leadership-ul strategic secaracterizeaz prin faptul c ceicare-l practic au o viziune global,acord atenie n primul rndorganizaiei n ansamblu i nu uneicomponente reduse ca dimensiune iimpact din cadrul acesteia.

Liderii strategici sunt implicaide o manier intens n toate etapelepe care le presupune elaborarea iimplementarea strategiei organiza-iei. Ei sunt n fapt, de cele mai multeori, promotorii i utilizatorii acestuiimportant instrument de conducere,cu impact major asupra evoluieiorganizaiei.

evolves and the co-workersspecificity.

Leadership suppose a specificapproach that target theorganizations needs. It presents astrategic component that ismaterialized in strategic vision andmanagement and an operationalcomponent that targets the visionsimplementation.

Strategic leadership ischaracterized by the fact that the onewho practice it have a global visionand grant attention first to the overallorganization and not to a small partas dimension and impact.

The strategic leaders areinvolved in an intensive manner in allthe stages that are involved by theelaboration and implementation ofthe organizational strategy. They arepractically, for many times, thepromotors and users of this importantmanagerial tool, with major impactover the organizations evolution.

3. Building the mechanism fordeveloping the leadership within

knowledge based economy

Building and defending theorganizations identity isnt anymorean easy task; it requires special skillsfrom leaders that include knowledgeacquision, sharing and use. It is clearthe tendency for our beneficiaries to


10/15

88

3. Construirea mecanismuluipentru dezvoltarea leadership-

ului n economia bazat pecunoatere

Construirea i pstrarea identi-tii organizaiei, nu mai este delocun lucru uor, ci el necesit abiliti

deosebite din partea liderilor, nachiziia, partajarea i utilizareacunotinelor. Se observ tendina cabeneficiarii s fie tot mai implicai nactivitile firmelor furnizoare.Spunem clientul nostru, stpnulnostru i, de data aceasta, chiar icredem ceea ce spunem.

Existnd o interferen aa demare cu elementele din exterior, cumputem s ne mai dm seama care

sunt elementele specifice noastre icare sunt cele specifice altora?Clienilor sau furnizorilor sau concu-renei? Ce este general i ce estespecific? Care sunt competenelecheie i cum se mai traduce avantajulcompetitiv? Toate acestea sunt ntre-bri la care, pn nu demult, nu erauchiar greu de rspuns. n prezentns, lucrurile tind s fie mult mainuanate iar pentru a avea un mesaj

puternic, este nevoie ca setul devalori al organizaiei s fie bineconturat. n prezent, asistm la oamplificare deosebit a nivelului depregtire al forei de munc, nsoit ide o mobilitate n cretere a acesteia.Acestea sunt fapte ce susin

be more and more involved in theactivities of suppliers. We say ourclient our master or our client our partner and we really believe in.

If there is a so high interferencewith the external elements, how canwe say which are our specificelements and what is specific toothers? To customers, suppliers orcompetitors? What is general andwhat is specific? Which are the keycompetences and how is translatedthe competitive advantage? All ofthese are questions that was difficultto answer, till not far away in time.

At the present, the things tend toblur and in order to have a strongmessage, it is necessary that the setof values for organizations to be welldefined. At the present, we assist toan increase of the labour training,accompanied by a high mobility.These are facts that support theimperative for leaders to be able tomaximize the contribution that everyemployee has or can bring to its fieldof expertise or in connex fields.

The leader faces the necessity forcreating and developing theorganizational networks of experts,able to enrich and value theintellectual capital. The highdynamics of the environment, thepermanent need for change representmajor changes for the personnel, ofthe nature to amplify the personnelmotivation, due to the increasing


11/15

89

imperativul ca liderii s fie capabilis maximizeze contribuia pe carefiecare salariat o poate aduce ndomeniul su de expertiz, sau ndomenii conexe.

Liderul este pus n faanecesitii de a creea i dezvoltareele organizaionale de experi pecare s le interconecteze, astfel nctcunotinele, tezaurul intelectual spoat fi valorificat la maximum.Dinamica ridicat a mediului, nevoiapermanent de schimbare constituieprovocri majore pentru personal, denatur s amplifice motivareapersonalului, datorit oportunitilorde cretere profesional. n acelaitimp ns, liderii se pot confrunta icu o uzur fizic i nervoas ridicata personalului. Sunt momentele ncare se percep cu prioritate, nuoportunitile de cretere, ci, nprincipal, ameninrile la adresaorganizaiei, la adresa postuluiocupat i a beneficiilor existente.

Existena unor astfel de momenteeste normal, inevitabil subpresiunea permanent a unor foremultiple, din interiorul i exteriorulorganizaiei. Nu trebuie uitate iinteresele multiplilor stakeholderi,care doresc s-i satisfac ct maibine i, de multe ori, ct mai repede,interesele vis-a-vis de organizaie.

Mecanismul leadership-ului pre-supune parcurgerea unor etape(Nstase, M., 2007) care caracteri-

opportunities for professionaldevelopment.

At the same time, the leaders canface a high physical and nervousbreakdown for the personnel. Theseare the moments in which weperceive especially not thedevelopment opportunities, but thethreats to the address of theorganizations, to the job and existingbeneficies.

The existance of such momentsis normal, unavoidable and under thepermanent pressure of some multipleforces, from inside and outside of theorganization. We dont have to forgetthe interests of multiple stakeholdersthat want to meet as well as possibletheir own interests in relation withour organization.

The leadership mechanismsupposes the following of somestages (Nstase, M., 2007) thatesentially characterize theinterdependencies between leaderand his followers, both from insideand outside of organization. By thecontent and operationalization ofthese stages depend the success thatthe leader enjoys, successemphasized by the obtainedperformances, by the characteristicsof organizational culture, by theorganizational climate, employeesmotivation a.s.o. These stages are:

self-assessment;environment diagnosis;


12/15

90

zeaz n esen, interaciunea dintrelider i colaboratorii si, att dininteriorul, ct i din exteriorulorganizaiei. De calitatea coninutuluii operaionalizrii acestor etapedepinde succesul de care se bucurliderul respectiv, succes evideniat deperformanele obinute, de caracte-risticile culturii organizaionale exis-tente, de climatul organizaional etc.Aceste etape sunt:

auto-evaluarea;diagnosticarea mediului;stabilirea valorilor personale;dezvoltarea ncrederii n sine;construirea viziunii;comunicarea i motivarea;aplicarea viziunii;monitorizarea i evaluarea.Leadership-ul bazat pe cuno-

tine contribuie la dezvoltareacompetenelor eseniale pentru orga-nizaie. Prin dezvoltarea i valorifi-carea lor se realizeaz i se livreazvaloarea ateptat de ctrestakeholderii organizaiei.

Organizaiile bazate pe cuno-tine sunt foarte atente i sensibile laevoluia pieei. Senzitivitatea cretedatorit contientizrii de ctre un

numr mai mare de salariai arelaiilor complexe ce exist ntreorganizaie i mediul ambiant. Seamplific i perceperea roluluipropriu n cadrul organizaiei i aimpactului pe care performana

setting the personal values;developing self-trust;vision building;communicating and motivating

the vision;vision implementation;monitorizing and evaluation.Knowledge based leadership

contributes to the development oforganizational core competencies. Bytheir development and valuation, weachieve and deliver the expectedvalue for the stakeholders.

Knowledge based organizationsare very attentive and sensitive to themarket evolution. The sensitivityincreases due to the fact that moreemployees are aware of complexrelationships that exist between

organization and environment. It isamplified the perception of the ownrole within organization and theimpact of individual and groupperformances over the organizationalfundamental objectives.

There are also importantadjustments in case ofcommunications that go from apredominant hierachical to a networkone, able to facilitate the intense

contact among the organizationsmembers.

Participation to the knowledgebased communities isnt anymore theadvantage just for some people froma specific field, but its open to a


13/15

91

individual i de grup o are asuprarezultatelor de ansamblu.

Exist modificri importante in cazul comunicrii, care trece de launa predominant ierarhic la una detip reea, care s faciliteze contactulintens dintre membrii organizaiei.

Participarea la comunitile baza-te pe cunotine nu mai este apanajuldoar a celor dintr-un anumitdomeniu, ci ea este deschis uneigame variate de specialiti, deoareceaccentul se mut de la specializarectre colaborarea multidisciplinar.

Pentru a dezvolta un spirit dencredere reciproc, liderii sunt ceicare acioneaz primii. Ei nelegnevoia noastr de siguran, de stabi-litate i au talentul ca prin aciunilelor s ne ofere aceste lucruri.

Gama n care se pot situadeciziile liderilor este una vast cepoate implica fie numirea cuiva laconducerea unui proiect (Thierauf, R.J., 2006), chiar dac persoanarespectiv nu a mai deinut niciodato astfel de poziie, sau chiar modulde aranjare a mobilei ntr-un birou.

Fiecare expresie, fiecare gestpoate avea o component care sconduc la transmiterea unor mesajereferitoare la deschiderea lideruluipentru unul sau altul dintrecolaboratori. Abordarea difereniatvine din caracteristicile personale alemembri-lor unui grup, ct i alegrupului n ansamblu. Nu putem

wide range of specialists, as theemphasize move from specializationto cross-field cooperation.

In order to develop a mutualtrust, the leaders are the one that actfirst, for most part of the cases. Theyunderstand our need for stability,safety and have the talent that bytheir actions to offer us these things.

The range where the leadersdecisions can situate is a wide onethat can involve the appointment ofsomeone for a project management(Thierauf, R. J., 2006), even if thatperson has never had such a position,or even the furniture way within anoffice.

Each expression, gesture canhave a component that could lead tothe transmission of some messagesthat refer to the leader opens for oneor other of co-workers.

The differentiated approachcome from the personalcharacteristics of group members andof the overall group. We cant usestandardized approaches due to thelabour diversity and to the specificelements that it has generally, butalso even for every working day.

Knowledge getting, sharing andusing are considered to be among themost important responsibilities forthe knowledge based leader. Theleader represents a major symbol fora collectivity, fact that presents himas a major factor for influencing the


14/15

92

utiliza abordri standardizate datoritdiversitii forei de munc i aelementelor specifice pe care aceastale prezint pe ansamblu i la nivelulchiar a fiecrei zi de munc.

Obinerea, mprtirea iutilizarea cunotinelor sunt conside-rate a fi printre responsabilitile celemai mari ale liderului bazat pecunotine. Liderul reprezint unsimbol major pentru o colectivitate,ceea ce face din el un determinantmajor al atitudinilor i compor-tamentelor celor din jur cu efectedirecte i propagate asupra perfor-manelor organizaiilor ce acioneazn economia bazat pe cunoatere.

Bibliografie / References

Adair, J., 2004, The Handbook ofManagement and Leadership,

Thorogood , LondonBrtianu, C., An integrative

perspective on the organizational

intellectual capital, Review ofManagement and EconomicalEngineering, nr.5/2007

Brtianu, C., Vasilache, S., Jianu, I.,2006, Business Management,Editura ASE, Bucureti

attitudes and behaviours of thosearound him, with direct andpropagated effects over theorganizations performances that actwithin knowledge based economy.

Burdu, E., 2006, Tratat demanagement,Editura Economic,Bucureti

Carnall, C.,1995,Managing Changein Organizations, Prentice HallInternational Ltd., London

Danielson, Ch., 2006, TeacherLeadership That Strengthens

Professional Practice,Association for Supervision&Curriculum Development,Alexandria


15/15

93

Fullan, M., 2001, Leading in aculture of change, Jossey-Bass,San Francisco

Handzic, M., 2005, KnowledgeManagement: Through the

Technology Glass, WorldScientific Publishing Company,River Edge

Hofstede, G., 1994, Cultures andOrganizations, Harper CollinsBusiness, London

Ilie, L., 2003,Management Logistic,Dacia Printing House, Cluj-Napoca

Ionescu, Gh.. Toma, A., 2001,Cultura organizaional i

managementul tranziiei, EdituraEconomic, Bucureti

Ionescu, Gh., 1996, Dimensiunileculturale ale managementului,Editura Economic, Bucureti

Kleim, R. L., 2004, Leading HighPerformance Projects, BocaRaton, J. Ross Publishing,Incorporated

Kouzes, James M. and Posner, BarryZ., 1987, The LeadershipChallenge, Jossey-Bass, SanFrancisco

Larry, A., Rowland, J., 2005,Turning Conflict into Profit, TheUniversity of Alberta Press,Edmonton

Leibling, M., 2005, How PeopleTick: A Guide to Difficult People

and How to Handle Them,Kogan Page Limited, London

Moorhead, G., Griffin, R., 1998,Organizational Behaviour,Houghon Mifflin, Boston

Nstase, M., 2007,Lideri, leadershipi organizaia bazat pe

cunotine, Editura ASE,Bucureti

Nstase, M., 2004, Culturaorganizaional i cultura

managerial, Editura ASE,Bucureti

Nstase, M., 2005, Managementulaplicativ al organizaiei - jocuri

i aplicaii manageriale, studii de

caz, Editura ASE, BucuretiNonaka, I., Takeuchi, H., 2004,

Hitotsubashi on Knowledge

Management, John Wiley, NewYork

Nicolescu, O., Verboncu, I., 2001,Fundamentele managementului

organizaiei, Editura TribunaEconomic, Bucureti

Sackman, S., 2001, CulturalCompexity in Organizations,

John Wiley & Sons, Ltd., NewYork

Thierauf, Robert, J., 2006, OptimalKnowledge Management:

Wisdom Management Systems

Concepts and Applications, IdeaGroup Publishing, Hershey

Williams, M., 2005, Leadership forLeaders, Thorogood, London

Zecheru, V., Nstase, M., 2005,Managementul, obiect de audit

intern, Editura Economic

ledearship in economia bazata pe cunoastere

Documents