Proceedings of the 3rd European Conference on Intellectual Capital

Roxana Mironescu
Individual capacities (values, principles, ethics, confidence, self-awareness, personality, skills,
personal SWOT);
Pr<strong>of</strong>essional skills (decision making, communication and active listening, creative and strategic
thinking, pr<strong>of</strong>essional SWOT, cultivating relations with adherents);
Democratic Leadership (Relationship and relationship development, educating <strong>the</strong> stakeholders
and <strong>the</strong> shareholders);
Training and encouraging new leaders by coaching and mentoring;
Leadership in <strong>the</strong> organizational context.
Ano<strong>the</strong>r way to solve <strong>the</strong> problem <strong>of</strong> toxic/bad leadership may be <strong>the</strong> cultivation <strong>of</strong> local strategic
human capital able to promote change. Local human capital is <strong>the</strong> best investment to generate and
regenerate society's capacity to address problems and seek solutions to development. In <strong>the</strong> effort to
attract and retain <strong>the</strong> best definition <strong>of</strong> <strong>the</strong> organization's core , <strong>the</strong> basic values are essential. These
principles should clearly and concisely show <strong>the</strong> organization's mission and how it wants to fulfill it.
Even if <strong>the</strong> organization's attitude towards its employees is not stipulated in <strong>the</strong> declaration <strong>of</strong>
principles, it should, however, implicitly be present at <strong>the</strong> same time, it must be easily distinguished.
This includes care for employees, <strong>the</strong> only “full-time clients” <strong>of</strong> <strong>the</strong> organization. Putting into practice
<strong>the</strong>se ideas can not be achieved without an effective internal communication that take into account
<strong>the</strong> interests and <strong>the</strong> points <strong>of</strong> views <strong>of</strong> all <strong>the</strong> involved parts This may encourage an atmosphere <strong>of</strong>
confidence, which, in <strong>the</strong> medium and long period <strong>of</strong> time can shape a deeper motivation <strong>of</strong>
employees. Last but not least, <strong>the</strong> feeling <strong>of</strong> belonging to a community (common organizational
culture) has a significant impact on employees' attitudes towards current work. One <strong>of</strong> <strong>the</strong> basic
needs <strong>of</strong> <strong>the</strong> individual is recognition, being a social necessity, by definition. Because one spends
considerable time at work, recognizing his role at <strong>the</strong> workplace, <strong>the</strong> pr<strong>of</strong>essional accomplishments,
his skills and his moral and emotional qualities may built <strong>the</strong> foundation <strong>of</strong> a deep and long- lasting
relationship with <strong>the</strong> employer. Therefore, <strong>the</strong> relationship "trade" between employee and employer
must be imbued with a moral component: mutual respect.
The practitioners suggestions and ideas that could meet <strong>the</strong> challenge <strong>of</strong> forming human capital to
express and enforce organizational policies can be:
a. to communicate to "internal customers", to <strong>the</strong>ir views on providing products and services;
b. to evaluate <strong>the</strong>"culture" in <strong>the</strong>ir own organizations It is useful to examine <strong>the</strong> organizational
culture, whe<strong>the</strong>r it is based on values such as trust, quality, respect, integrity, teamwork and if
<strong>the</strong>se values are accepted and promoted within organization ;
c. to analyse <strong>the</strong> customers’ messages through <strong>the</strong>ir employees ;
d. to select <strong>the</strong> staff provided with "quality to deal with <strong>the</strong> customer" A selection <strong>of</strong> human capital
performance standards and current employees involved in recruitment and selection process can
clarify if potential employees will fit with <strong>the</strong> existing team and organizational values. Certain skills
can be acquired by employees through training programs on workplace, but attitudes and
personality may not be "assimilated" directly through such programs;
e. to recognize and to reward. Results give <strong>the</strong> positive feedback and encourage <strong>the</strong> employees
so <strong>the</strong>y have extra motivation to perform. Involved in innovation and finding new solutions to solve
direct work tasks, <strong>the</strong>y will have a positive attitude towards <strong>the</strong>ir work and organization. perfect
performance by <strong>the</strong> standards / objectives imposed.
5. Conclusions
The basis for future development <strong>of</strong> a strong culture, strategically adequate and adaptive, it was
created, especially for <strong>the</strong> nonpr<strong>of</strong>it organizations, it demonstrates that <strong>the</strong> phenomenon is possible in
Romania, stimulating and strengthing joint efforts to create confidence for <strong>the</strong> future.
References
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Bratianu, C.(2006), Management si marketing. Concepte fundamentale, Editura Comunicare.ro, Bucuresti;
Business management.
Burns, J. M. (1978), Leadership, New York: Harper & Row, Publishers.
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