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Miller, Stephanie - In: Journal of Management Development 22 (2003) 9, pp. 809-823

This article describes the methodology and findings of four case studies conducted to explore the practice of teamwork in small and medium‐sized enterprises (SMEs). The case studies were developed from interviews conducted to answer key issues. Results from the study indicate that in small...

Persistent link: https://www.econbiz.de/10014882283

A process perspective on leadership and team development

Sheard, A.G.; Kakabadse, A.P. - In: Journal of Management Development 23 (2004) 1, pp. 7-106

This monograph summarises the key influences of leadership behaviour on the transformation process associated with … the transformation process and the leadership roles that each team member can play. The role of an organisation's senior … organisational norm rather than the exception. A case study is presented illustrating the networked nature of leadership and the …

Persistent link: https://www.econbiz.de/10014882291

Gender and instructional outcomes

Ochieng Walumbwa, Fred; Wu, Cindy; Ojode, Lucy A. - In: Journal of Management Development 23 (2004) 2, pp. 124-140

This article examines how perceived instructor leadership style mediates the students' gender‐instruction effectiveness … relationship. We administered the multifactor leadership questionnaire to a convenient sample of 360 undergraduate and graduate … students' gender discriminated perception of certain instructor leadership styles that were positively associated with …

Persistent link: https://www.econbiz.de/10014882293

The effect of organisational culture and leadership style on job satisfaction and organisational commitment

Lok, Peter; Crawford, John - In: Journal of Management Development 23 (2004) 4, pp. 321-338

This study examined the effects of organisational culture and leadership styles on job satisfaction and organisational … for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership … consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative …

Persistent link: https://www.econbiz.de/10014882304

Efficacy of role‐playing pedagogy in training leaders: some reflections

Agboola Sogunro, Olusegun - In: Journal of Management Development 23 (2004) 4, pp. 355-371

As the need is rife for today's leaders to make swift and perfect decisions, they need to learn critical thinking and interpersonal skills as quickly as they can. The traditional pedagogical techniques of training lack the potentiality to make these happen. Not only are they rigorous, and less...

Persistent link: https://www.econbiz.de/10014882306

Characteristics of chief executive officers Views of their staff

Wood, John; Vilkinas, Tricia - In: Journal of Management Development 23 (2004) 5, pp. 469-478

believe they possess and to compare the two sets of data to further our understanding of effective leadership. There are …

Persistent link: https://www.econbiz.de/10014882313

Arts‐based training in management development: the use of improvisational theatre

Gibb, Stephen - In: Journal of Management Development 23 (2004) 8, pp. 741-750

This paper describes and critically evaluates the use of Arts‐Based Training (ABT) by exploring a case involving the use of improvisational theatre techniques as an element of management development. Claims that these techniques can be an effective means of achieving management development, as...

Persistent link: https://www.econbiz.de/10014882329

Leadership: interpreting life patterns and their managerial significance

Muldoon, Shane Douglas; Miller, Stephanie - In: Journal of Management Development 24 (2005) 2, pp. 132-144

Purpose – To illuminate the managerial significance of life patterns and to assist development of qualitative methodology. Design/methodology/approach – The theoretical proposition of a Manager Quad is empirically examined. Interview data from 16 managers are analysed using an interpretive...

Persistent link: https://www.econbiz.de/10014882357

Building diversity in the pipeline to corporate leadership

McCarty Kilian, Claire; Hukai, Dawn; Elizabeth McCarty, C. - In: Journal of Management Development 24 (2005) 2, pp. 155-168

to focus on successful interventions. Design/methodology/approach – Research on leadership issues is reviewed to … increasing in the executive ranks of corporate America, the numbers are quite small. Senior leadership and anyone charged with … active leadership from senior executives, existing cultural norms and managerial attitudes will not change. …

Persistent link: https://www.econbiz.de/10014882359

Enhancing managers'supervisory effectiveness: a promising model

Ralph, Edwin G. - In: Journal of Management Development 24 (2005) 3, pp. 267-284

the CS model summarizes how he refined and studied the original situational leadership approach to assist supervisory …

Persistent link: https://www.econbiz.de/10014882367

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