<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Kaja Prystupa-Rządca</style></author><author><style face="normal" font="default" size="100%">Maciej Rządca</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DEVELOPMENT OF FUTURE LEADERS THROUGH TRANSFORMATIONAL EXECUTIVE EDUCATION PROGRAMS</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">executive education</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership development</style></keyword><keyword><style  face="normal" font="default" size="100%">quantitative research</style></keyword><keyword><style  face="normal" font="default" size="100%">RMP®</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180777.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The goal of executive education programs is to prepare the leaders to act in swiftly changing business and social environment. However, various research show that the program completion may not induce the expected change unless it has more transformational nature. 
In other words, the program curriculum should put more emphasis on soft skills development and incorporation of experiential learning methods. Therefore, the quantitative, longitudinal research was conducted among participants of executive education program at a highly ranked university which met the criteria of transformational education program. The study aimed to measure the change at the level of basic motivators among 71 Executive MBA students that occurred during 2 years of studies at the executive program using REISS Motivation Profile®. There were discovered significant changes in 5 motivators: Acceptance, Social Contact, Status, Order and Tranquility. The results indicate that the program participants become leaders that are more oriented towards collaboration with others and value more planning and balanced approach to management. The results bring valuable indication for both university management and educators calling for changes in the executive education curriculum. 
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">112-121</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Kaja Prystupa</style></author><author><style face="normal" font="default" size="100%">Maciej Rządca</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">OUTSOURCING FAILURES IN SME’S: CASE STUDY APPROACH</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing challenges</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing in SME</style></keyword><keyword><style  face="normal" font="default" size="100%">small companies</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2015/450-1437201832.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Outsourcing, which is a popular business strategy among large companies, is also an attractive option for small entities. However, in order to bring expected results, outsourcing requires knowledge of potential risks and ability of managing them. Even large companies need to face various outsourcing challenges, however, at least they dispose richer resources than small organizations and their success is less dependent on single product delivery. Therefore the aim of the research was to examine the reasons of failure of outsourcing initiatives in SMEs. The authors followed the qualitative approach based on case study method. The obtained results brought contributions in both areas: theoretical as the issue of outsourcing initiatives in SMEs has been analysed to a limited extent; as well as practical because it brought important insight for managers by indicating risks of that they should be aware and properly prepared. The findings indicated the importance of: strategic planning on outsourcing initiative and the development and maintenance of close relations of outsourcing companies with its vendor. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">37-46</style></section></record></records></xml>