Proceedings of the 3rd European Conference on Intellectual Capital

Sorin Anagnoste and Gabriela Dumitru
at least senior in his position and have a team. The percentage resulted from <strong>the</strong> study is 91%, which
is a very good rate <strong>of</strong> response.
As we know, <strong>the</strong> leadership styles <strong>the</strong> managers use has focused in some researches on gender or
level <strong>of</strong> education, or on <strong>the</strong> hierarchy and its impact on leadership (Stordeur, Vandenberghe &
D’hoore, 2000). We believe that a better approach is to examine both personal and organization
dimensions regarding transformational leadership (Reader et all,2008) through <strong>the</strong> sever factors we
have enumerated at <strong>the</strong> beginning are also to try to differentiate from <strong>the</strong> very general items
described by Bass (2002) in his book.
The conclusions are divided in two parts: findings and unexpected findings.
5.1 Qualitative research
We wanted to see “how” and “why” was <strong>the</strong> acquisition a success for Heineken Romania, and not only
“what”, “where”, “when”. During <strong>the</strong> research we had interview session with <strong>the</strong> negotiation team also,
made by Mr. Vasile Ciurba, member <strong>of</strong> Board <strong>of</strong> Administration member, and Mr Flavius Cimpian,
Legal Manager. In <strong>the</strong> interview with Mr. Ciurba we found out <strong>the</strong> very though position he was during
<strong>the</strong> negotiations and after this, restructuring <strong>the</strong> business. “The process started right away”, as he
mentioned, “and it was necessarily to align all <strong>the</strong> processes <strong>of</strong> Bere-Mures with those <strong>of</strong> Heineken
Romania”. We identified that during this process <strong>the</strong>y used <strong>the</strong> system called Total Product
Management, which is very similar with Six Sigma concept, where Sig Sigma can enact as an enabler
for cultural change (Draghici, Petcu;2010). Ano<strong>the</strong>r aspect that we considered important was “<strong>the</strong>
leadership style <strong>of</strong> <strong>the</strong> Romanian management <strong>of</strong> Bere-Mures, which was a direct leadership style,
<strong>the</strong> decisions were taken much faster compared to Heineken Romania”, as Mr Ciurba stated.
Our aim was also to ga<strong>the</strong>r a better an in-depth understanding <strong>of</strong> what <strong>the</strong>ir leadership traits are and
to observe if <strong>the</strong>ir answers to <strong>the</strong> questionnaire were reflecting <strong>the</strong>ir opinions.
Although <strong>the</strong> negotiations between Heineken and Romania started after those between <strong>the</strong>
negotiations <strong>of</strong> Ursus and Bere-Mures, <strong>the</strong> negotiation team made by Flavius Cimpiam and Vasile
Ciurba, believed position <strong>of</strong> <strong>the</strong>ir success due to diplomacy, respect, trust and leadership showed in
front <strong>of</strong> <strong>the</strong> Board <strong>of</strong> Administration <strong>of</strong> Bere-Mures (Naidoo and Lord, 2008). It was felt during <strong>the</strong>
discussion with Mr Cimpian and Mr Ciurba that Ursus might have ignored <strong>the</strong>ir presence at
negotiations and conform <strong>the</strong> negotiation manual this can be attributed to <strong>the</strong> “delays tactics” that
organizations use in this kind o activity. The success <strong>of</strong> <strong>the</strong> negotiation team was <strong>the</strong> success <strong>of</strong> all
<strong>the</strong> Heineken’s departments and third parties exemplary collaboration due to a great leadership.
5.2 Quantitative research: Sample and procedures
A questionnaire survey was made by us following a brainstorming and contains 28 questions, divided
on seven areas: values, vision, optimism, innovation and change, trust, motivation and emotional
intelligence. The questionnaire was conducted on 148 managers or seniors who have at least two
people under guidance. We used Lotus Notes, which is <strong>the</strong> internal electronic communication system
within Heineken Romania, to send <strong>the</strong> questionnaire. The questionnaires covered managers and
seniors from all <strong>the</strong> regions <strong>of</strong> <strong>the</strong> country in which were breweries or local <strong>of</strong>fices.
The e-mail was accompanied by a descriptive letter, which contained <strong>the</strong> subject <strong>of</strong> <strong>the</strong> research, <strong>the</strong>
importance <strong>of</strong> everyone in order to complete <strong>the</strong> research, <strong>the</strong> confidentiality <strong>of</strong> <strong>the</strong>ir answers and <strong>the</strong>
availability <strong>of</strong> <strong>the</strong> article when will be made public. A total <strong>of</strong> 135 questionnaires were completed and
returned and we obtained a 91% response rate after we have made a phone call to everybody as a
reminder. We observed that <strong>the</strong> higher in hierarchy, <strong>the</strong> harder was for us to obtain a completed
questionnaire, though this can be explained by <strong>the</strong> lack <strong>of</strong> free time, pressure and o<strong>the</strong>r problems that
<strong>the</strong>y face in daily. Also, <strong>the</strong> difference to 100% completed surveys can be explained to <strong>the</strong> fact that
some <strong>of</strong> <strong>the</strong>m don’t fill in unsolicited surveys (House, Woycke & Fodor,2001).
The questionnaire requested to respondents to indicate <strong>the</strong> ways <strong>the</strong>y deal in <strong>the</strong>ir daily activities
regarding our seven items we defined for transformational leadership. The were also asked to indicate
<strong>the</strong>ir age among 5 age groups specified in <strong>the</strong> survey, namely: 1) up to 30, 2) 31-40, 3) 41-50, 4) 51-
60, 5) >61. The leadership styles which managers adopt has changed radically over <strong>the</strong> last 60 years
(Gill, 2003) and we started to see that is less use <strong>of</strong> directive leadership in favor <strong>of</strong> transactional and
47