THE CHANGES IN THE WORK STYLE OF THE MANAGER IN THE STRUCTURES OF BORDER POLICE WITHIN THE NATIONAL CONTEXT AFFECTED BY CRISIS

Surveillance of the EU's external border has now become a sine qua non element for the proper functioning of the public, national, European security system and its key mechanisms. The three classical styles (authoritarian / autocratic, democratic / participatory and permissive / free) that have been based so far in many specialized works, are far from exhausting the existing palette in practice. In the current context, we argue that the manager's work style influences the external crises and the effects of the crises on the entity's performance. Starting from this idea, in this article we asked ourselves the following questions: What changes are taking place in the work style of the M.A.I. manager in the national context affected by the crisis? Is there a link between the work style and external crises? What would be the main tools and techniques for adapting to the external crises? In order to find out the answer, we undertook a qualitative research based on an interview on a section chosen from the structure of the Romanian Border Police.