Dear Colleagues,

Prof. Robert Karaszewski would like to invite you to propose an article for a Special Issue on Administrative Positive Management and Leadership in Socially Responsible Organizations.

In today’s complex business world, managers have a great responsibility to maintain positive relationships within the workplace as well as between organizations, to responsibly utilize resources, both tangible and intangible, while aiming to increase their company’s effectiveness. We The project approach is more often observed in organizations, and in order to make them more effective, not only managers are needed but great leaders as well.

Together with teamwork, intra-organizational communication, and employee attitudes to changes, leadership is listed among the behavioral antecedents of effective management processes. The cultural determinants of leadership which are important from the management perspective include: leadership style, centralization of management, emotional barriers of effective communication between managers and subordinates, freedom of dissent and criticism of decisions made by managers, greed of power, and perceiving knowledge as the source of power (Glińska-Neweś 2007). Positive leadership (Cameron 2012; Karaszewski and Lis 2013) is considered to be one of the key areas of positive organizational potential defined as “such states, levels and configurations of organisational resources which stimulate positive organisational climate and positive organisational culture in order to foster positive, pro-developmental employee behaviours” (Stankiewicz and Glińska-Neweś 2013, pp. 23–24).

Therefore, the focus of this Special Issue is three main areas:

• Positive management, including interpersonal relationships, intra-organizational communications, trust, and organizational citizenship behaviors;
• Leadership, including contemporary concepts of leadership, roles played by top, middle, and first line managers, challenges (both external and intra-organizational) faced by leaders in business organizations, the public sector, and nonprofit organizations;
• Corporate responsibility to employees and other stakeholders, organizations in business environment, society, and the natural environment.

Qualitative and quantitative empirical research studies are well desired in this Special Issue. We would like to welcome papers that will show the impact of positive management and leaders on an organization’s performance, relationships and governance while integrating theoretical, research, educational, and practical aspects associated with the ideas of corporate social responsibility.

References

Cameron, K.S. (2012). Positive Leadership: Strategies for Extraordinary Performance. San Francisco: Berett-Koehler Publishers.

Glińska-Neweś, A. (2007). Kulturowe uwarunkowania zarządzania wiedzą w przedsiębiorstwie. Toruń: TNOiK.

Glińska-Neweś, A. and Stankiewicz, M.J. (2013). “Key Areas of Positive Organisational Potential as Accelerators of Pro-developmental Employee Behaviours”. In Positive Management: Managing the Key Areas of Positive Organisational Potential for Company Success. Edited by Stankiewicz, M.J. Toruń: TNOiK, 2013, pp. 17–34.

Karaszewski, R. and Lis, A. (2013). “The Role of Leadership to Stimulate Pro-developmental Positive Organisational Potential”. In Positive Management: Managing the Key Areas of Positive Organisational Potential for Company Success. Edited by Stankiewicz, M.J. Toruń: TNOiK, 2013, pp. 59–87.

Prof.  Robert Karaszewski
Guest Editor

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• Positive management
• Leadership
• CSR
• Interpersonal relationships
• Intra-organizational communication
• Trust