The color shades of leaders in the countries of economic transformation: the case of Poland

Abstract

Purpose: The aim of the paper is to identify the process of shaping leaders in a transformed Easter European Countries (EEC) like Poland based on the case study in the IT sector. Design/methodology/approach: A research analysis of the world literature on the subject indicates that these issues have yet to be studied from a long-term perspective. In light of the economic system, the author describes the difference and core attributes for emerging leaders. The author uses the case study of the two IT leading companies and their leaders from roots up to final mergers and acquisitions of each other. Findings: The case study shows that in a long-term perspective the key role is played by the founders based on grounded education, experience, embodied entrepreneurship attitudes, ethics, openness for innovations, independence of unclear relations, and mission are crucial to developing with success the company. Research limitations/implications: The research covers only case studies so that it could be extrapolated to prominent players in specific sectors for companies with the activity of more than ten or even 20 years on the market. Practical implications: The research could be used for training or teaching courses related to MBA, postgraduates, or management program study. Based on the review, the other companies can measure the risk with new potential countries in their early stage of new free markets. The leadership model could be duplicated so that marker analysts and decision-makers could conduct an in-depth study about the leaders in certain countries. The in-depth collaborations should have a long-term perspective with a clear and correct leader and/or founder. The students should consider working in companies with solid leadership ethics to build their prospectus careers. Social implications: The public organization and authorities should cooperate and take a donation from ethical companies and leaders. Hiding support from ethical leaders/founders could be taken without obligations. Donations do not mean even PR. Originality/value: This review emphasizes that becoming a leader means possessing skills that should be shaped during education and even socialization. Leaders could cover their unethical behavior or incompetence to became a manager, but it would provide a huge, postponed on time disaster for the company. The paper is addressed to all potential and present leaders, including students, during their study. Keywords: company survival factors, education, leadership, mergers&acquisitions. Category of the paper: Case study, General review.