Purpose: The aim of the paper is to examine the efficiency of complaining as a method of social
influence (Doliński, 2005). In Polish culture, complaining seems to be an efficient technique for
initiating a dialogue, potentially increasing the effectiveness of persuasive messages expressed in
a conversation.

Methodology: The hypothesis was tested in two natural experiments. In the first one, a random
sample of persons (n=246) were asked to let the experimenter through to the checkout counter at
a supermarket. The request was preceded either by (1) a dialogue, (2) a complaint, or (3) no prior
contact. It was either substantially or seemingly justified. In the second study, customers in a shop
(n=46) were invited to pursue conversation initiated with (1) a positive statement or (2) a complaint
regarding an extensive range of products.

Findings: Study 1 proved that a seemingly justified request preceded by complaining is less effective
(65.6 per cent) than a request preceded by a dialogue (93.8 per cent); this result is similar to
the result of the control group (53.1 per cent). When the request was substantially justified, both
dialogue and complaining seemed equally effective (86 per cent and 90 per cent respectively) – more
effective than the results of the control group (46 per cent). In Study 2, positive and negative remarks
initiating a conversation triggered similar responses in terms of willingness to pursue the dialogue
(73.1 per cent and 78.3 per cent respectively).

Constraints to research: Natural experiments presented in the paper were not controlled for such
variables as environmental factors or individual differences.

Originality: Complaining has never been subject to systematized examination as a method of social
influence.

Purpose: Sixty-five HR general managers representing companies from a variety of industries took
part in the research that we conducted between April and October 2013. They had identified leadership
development as the most significant factor in the growth of the top firms in Poland’s economy.
We have conducted in-depth interviews to understand the perception of the leadership concept.
We have found that they tend to focus on the following dimensions of leadership: conveying
a vision, inspiring, being charismatic, being credible, being able to manage others, and having good
interpersonal skills.

Research limitations and implications: The main limitation of the research is that it does not allow
for generalization of findings on perceived dimensionality of leadership on larger population of HR
Executives. Our findings imply that leadership development will soon be a strong priority among
HR teams of 500 largest companies, but several dimensions are not present in their description of
leadership.

Originality/value: Our paper makes three contributions to the literature. We have developed a managerial
attention view of the firm by surveying senior HR executives. CEOs, CFOs, and top management
teams tend to be subject of studies in this theoretical tradition more often than HR executives,
Another contribution is the use of mixed methods that is rather rare yet offering vast opportunities
for triangulation and knowledge building in the discipline. Our third contribution is that we applied
a standard scale of the multidimensional leadership concept.

Purpose: Empirical research on entrepreneurship in organizations has brought disparate and often
contradictory evidence related to the impact of leadership on creativity in organizations. The purpose
of this paper is to explore and discuss the impact of different leadership styles on creativity,
with the view to formulating an integrated conceptual model that links creative novelty and creative
practicality with leadership.

Methodology: The author applied the methodology of meta-theoretical review. In accordance with
the principles of theoretical bricolage, a new conceptual model was built on the basis of the multidimensional
creativity theory and the leadership theory. In her analysis, the author took into
account leadership styles that have already been subject to research; each of them was mapped in
the two-dimensional space of organizational creativity.

Findings: In order to fully understand the reasons for differences in organizational creativity, the
drivers of divergences in the space of creative novelty and creative practicality need to be clarified.
Greater knowledge about the impact of leadership styles on the structure and configuration of
organizational creativity is necessary. In this paper, the author provides a theoretical framework
that illustrates manners in which leadership influences organizational creativity. The model clarifies
the role that leadership plays in shaping a unique configuration of organizational creativity,
and consequently in ensuring the necessary internal adaptation of an organization.

Originality: The value of this research lies in the situational interpretation of various leadership
styles in the context of their impact on organizational creativity. The analysis goes beyond the
conventional discussion about leadership and creativity, focused on establishing whether a given
leadership style proves beneficial or not for organizational creativity. The paper identifies particular
effects that several key leadership styles have on organizational creativity; they are depicted in
a new theoretical framework.

Purpose: The aim of the paper is to present and assess professional development opportunities for
older employees in SME.

Methodology: In the process of desk research, the author has discerned a number of characteristics
of training activities conducted by SMEs. The management of older employees’ professional development
is discussed on the basis of selected research findings, i.a. CATI and CAPI surveys conducted
in the framework of the “Comprehensive program of activation of people aged 50+” project carried
out by the Department of Human Resource Management at Kozminski University in 2010–2012.

Findings: The first part of the paper discusses the specificity of training measures undertaken in
SMEs. According to a large body research results available, these include: informality, reactivity,
short-term perspective, focus on solving current problems, “learning by doing”, focus on the development
of specific skills and organizational knowledge, lack of professional organization of trainings.
The core part of the paper focuses on the management of professional development of older
employees in SMEs. The majority of surveyed firms have declared providing their older and younger
employees with the same access to training. However, it does not always mean training is organised,
or that employees aged 50+ participate in it. Moreover, the survey has proven the existence of
significant differences in assessments and opinions among entrepreneurs and employees.

Originality/value: This paper discusses professional development of older SME employees, which
is a relatively new problem; it is based on an extensive body of research. Managing professional
development of older workers is one of the most important challenges faced by SMEs in the twentyfirst
century and it shall require extensive and thorough research in the future.

Purpose: The paper discusses the validity of the thesis according to which Polish budgetary framework
in place in 2011 required only minor adjustments in order to be consistent with the principles
set forth in the EU Council Directive on requirements for budgetary frameworks of Member States
adopted in November 2011. Basic elements of the budgetary framework laid down in the Directive
had already been provided for in Polish law.

Methodology: A comparative analysis of the provisions of the Directive with relevant acts of Polish
legislation, including the Public Finance Act, was carried out. The author outlines the Polish
budgetary framework before 2011 and the most important adjustments introduced by the end of
2013 on the basis of the budgetary framework structure set forth in the Directive.

Findings: The assessment of the convergence of provisions encompassed definitions, accounting,
statistics, forecasts, numerical fiscal rules, medium-term budgetary frameworks, transparency and
consistency. Its results demonstrate that Polish regulations complied with the provisions of the
Directive. In order to confirm their correctness, an assessment of the practical application of recent
adjustments, which entered into force in 2014, must be carried out.

Constraints to research: The analysis addresses the main concepts and their most important
characteristics, and therefore a synthetic approach to the subject required omitting a number of
specific issues.

Originality: The paper analyses the convergence of the Polish budgetary framework in 2011 and
its subsequent adjustments to the provisions of the Directive of the EU Council requiring Member
States to amend their legislation by the end of 2013.