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RESPONSIBLE LEADERSHIP: THE STARTING POINT FOR THE HR STRATEGY IN COMPANIES

K. Szczepanska-Woszczyna, Z. Dacko-Pikiewicz

Abstract

Companies, while building their value effectively, understand that the condition of success is connected with the broadly understood social responsibility, which refers to the business strategy and its key element defined as a personnel strategy. What is important here it is the problem of responsibility of top managers, who personally represent business to employees, customers, boards of directors and shareholders and at the same time they are responsible for the quality of management culture in their companies. Brand building and “healthy” organizational culture are elements of a bilateral communication with all significant partners as well as with employees. Nowadays the competitive advantage is obtained thanks to the competent, involved and motivated staff that is managed by conscious and competent leaders. The purpose of this paper is to analyze how responsible leadership exists in a transitional country and region, and how responsible leadership contributes to Human Resource Management (HRM). Research methods were theoretical analysis of scientific literature and a direct survey (the instrument of data collection was questionnaires). The quantitative sample of analyzing contains 98 managers - representatives of companies located in Poland. The 24 components of responsible leadership were listed, and a seven-point Likert scale was employed to gather responses. The data was collected in January and February 2015. Data analysis was accomplished using IBM SPSS Statistics 21. In the paper, the notion of a responsible leadership has been analyzed in term of a connection with the company HR strategy. Then, in the empirical research, there have been conducted studies on how managers understand the responsible leadership and what is the influence of the responsible leadership on the company HR strategy? Studies on the responsible leadership are conducted primarily in large organizations, which have been functioning on the market for a long time. In Poland, the concept of responsible leadership began to appear only in times of political and economic transformation (after 1989), with the influx of foreign investment. In contrast to countries with about 100 years of experience in the implementation of the concept of responsible leadership, its Polish history is quite short. The presented research filled the gap in knowledge of the connection between responsible management and HR in companies that are just constructing their market potential and competitive advantage.

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DOI resolver: doi.org/10.5593/sgemsocial2015/b22/s7.110

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