{"id":55082,"date":"2012-04-25T18:00:00","date_gmt":"2012-04-25T18:00:00","guid":{"rendered":"https:\/\/bm.dev.synology.me\/?p=55082"},"modified":"2026-04-03T07:42:19","modified_gmt":"2026-04-03T07:42:19","slug":"ce-face-diferenta-intre-un-sef-bun-si-un-sef-rau","status":"publish","type":"post","link":"https:\/\/bm.dev.synology.me\/?p=55082","title":{"rendered":"Ce face diferen\u0163a \u00eentre un \u015fef bun \u015fi un \u015fef r\u0103u"},"content":{"rendered":"

Radu Manolescu, managing partner al firmei de executive search K.M. Trust& Partners, sus\u0163ine c\u0103 un \u015fef bun se distinge de un \u015fef r\u0103u \u015fi \u00een func\u0163ie de c\u00e2t bine poate face pentru angaja\u0163i \u015fi clien\u0163i acolo unde poate controla deciziile. Nu sunt pu\u0163ine situa\u0163iile \u00een care presiunea asupra managerului joac\u0103 un rol important, caz \u00een care, dup\u0103 cum spune psihologul Violeta Rot\u0103rescu, “partea \u00eentunecat\u0103 a comportamentului iese mai repede la iveal\u0103”.<\/p>\n

Iuliana Stan, OD & leadership consultant \u015fi director general al Human Synergistics Rom\u00e2nia, observ\u0103 c\u0103 organiza\u0163iile \u015fi liderii lor sunt \u00eentr-o dinamic\u0103 foarte aliniat\u0103, \u00eentruc\u00e2t cresc manageri care s\u0103 le sus\u0163in\u0103 cultura, iar cultura promoveaz\u0103 lideri asemeni ei: “Liderul toxic este tolerat pentru c\u0103 este aliniat cu profilul similar al organiza\u0163iei; ar fi culmea ca o organiza\u0163ie cu o cultur\u0103 defensiv\u0103 s\u0103 caute s\u0103 promoveze lideri constructivi”. Iar re\u0163eta func\u0163ioneaz\u0103 \u015fi invers – nicio organiza\u0163ie constructiv\u0103 nu va c\u0103uta lideri nepotrivi\u0163i cu cultura ei. A\u015fadar, spune Stan, e mai degrab\u0103 vorba despre un cerc vicios dec\u00e2t despre o rea inten\u0163ie, iar efortul de a schimba un cerc vicios \u00eentr-unul virtuos presupune o munc\u0103 titanic\u0103 de transformare organiza\u0163ional\u0103.<\/p>\n

\"\"<\/p>\n

Dat fiind c\u0103 activeaz\u0103 de peste zece ani \u00een zona de executive search, Radu Manolescu a constatat c\u0103 cele mai multe caracteristici ale unui manager toxic pot fi depistate \u00een timpul procesului de recrutare – “dac\u0103 se face cum trebuie” -, partea de referin\u0163e de la fo\u015ftii angajatori \u015fi subordona\u0163i fiind cea mai relevant\u0103. Sunt \u015fi cazuri c\u00e2nd tr\u0103s\u0103turile sunt mai greu de depistat, mai ales \u00een lipsa unor instrumente de ultim\u0103 or\u0103 care s\u0103 m\u0103soare caracterul toxic ce iese mai repede la iveal\u0103 \u00een pozi\u0163ii de top management. Un exemplu este cel al lui Bob, CEO al unei agen\u0163ii de publicitate de m\u0103rime medie, ajuns \u00een v\u00e2rful companiei pe seama abilit\u0103\u0163ii sale aproape legendare de a fascina clien\u0163ii \u00een timpul prezent\u0103rilor de afaceri. Chipe\u015f, suplu \u015fi \u00eenalt, Bob era \u00een centrul aten\u0163iei nu numai pentru c\u0103 era ar\u0103tos \u015fi se pricepea de minune s\u0103 prezinte, dar \u015fi pentru c\u0103 era un fin cunosc\u0103tor al publicit\u0103\u0163ii. Strategiile sale au dus la campanii publicitare zdrobitoare, care au adus companiiei multe premii \u015fi cre\u015fteri semnificative ale v\u00e2nz\u0103rilor. Odat\u0103 cu venirea crizei economice, a \u00eenceput s\u0103 \u0163in\u0103 discursuri motiva\u0163ionale echipei sale, mai ales c\u0103 industria sa fusese una dintre cele mai lovite de sc\u0103derea bugetelor. Abia atunci a ie\u015fit la iveal\u0103 \u015fi cealalt\u0103 fa\u0163\u0103 a sa: de\u015fi ini\u0163ial oamenii au crezut \u00een el, \u00een scurt timp angaja\u0163ii s\u0103i spuneau c\u0103 “l-au v\u0103zut juc\u00e2nd teatru de prea multe ori”, iar, odat\u0103 cu primele e\u015fecuri ale proiectelor, \u015fi-a pierdut credibilitatea. Sau, dup\u0103 cum rezumau povestea lui Bob autorii Dotlich \u015fi Cairo \u00een cartea “Why CEOs Fail”, “ie\u015feau sc\u00e2ntei c\u00e2nd intra el \u00een \u00eenc\u0103pere, iar \u00een final compania sa a ars \u00een fl\u0103c\u0103ri”.<\/p>\n

\u00cen medie, 30% din executivii pe care \u00eei recruteaz\u0103 compania lui Manolescu nu trec testele de personalitate, deci au \u015fanse foarte mari s\u0103 devin\u0103 toxici \u00eentr-o pozi\u0163ie de top management. Studiile la nivel interna\u0163ional arat\u0103 c\u0103 circa 60% dintre manageri sunt sau au poten\u0163ialul s\u0103 devin\u0103 toxici \u00een viitor, deci s\u0103 e\u015fueze, mai ales din cauza incapacit\u0103\u0163ii de a avea un comportament care s\u0103 le permit\u0103 s\u0103 formeze \u015fi s\u0103 men\u0163in\u0103 o echip\u0103 func\u0163ional\u0103, potrivit cercet\u0103rilor cu privire la e\u015fecul managerial, realizate de Hogan Assessment Systems. M\u0103d\u0103lina B\u0103lan, managing partner \u00een cadrul HART Human Resource Consulting, face referire la recomandarea corpului profesional al universit\u0103\u0163ii Stanford la \u00eentrebarea “Dac\u0103 ar fi s\u0103 recomanda\u0163i managerilor care trec prin cursuri de business un lucru pe care al trebui s\u0103-l modifice, care ar fi acelea?”. R\u0103spunsul lor a fost autocon\u015ftientizarea. “Ca s\u0103 po\u0163i controla o tendin\u0163\u0103 comportamental\u0103 exagerat\u0103, primul lucru e s\u0103 fii con\u015ftient de consecin\u0163a comportamentului t\u0103u asupra celorlal\u0163i”, rezum\u0103 B\u0103lan.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cPo\u0163i atinge obiective dac\u0103 e\u015fti competent \u015fi inteligent, dar doar pe termen scurt. Dac\u0103 ai \u00een plus \u015fi inteligen\u0163\u0103 emo\u0163ional\u0103, \u015fi valori po\u0163i s\u0103 g\u00e2nde\u015fti pe termen mediu \u015fi lung. Eu a\u015fa a\u015f defini managerul toxic: f\u0103r\u0103 etic\u0103 de business, f\u0103r\u0103 valori morale \u015fi cu o inteligen\u0163\u0103 emo\u0163ional\u0103 redus\u0103.\u201d<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7218],"tags":[125,249,5823,7203],"class_list":["post-55082","post","type-post","status-publish","format-standard","hentry","category-resurse-umane","tag-ceo","tag-esec","tag-manageri","tag-resurse-umane"],"_links":{"self":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/55082","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=55082"}],"version-history":[{"count":1,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/55082\/revisions"}],"predecessor-version":[{"id":71566,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/55082\/revisions\/71566"}],"wp:attachment":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=55082"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=55082"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=55082"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}