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Everything old is new again: Barnard’s legacy ‐ lessons for participative leaders
Abzug, Rikki; Phelps, Susan - In: Journal of Management Development 17 (1998) 3, pp. 207-218
What are the implications of assuming that employees have the knowledge and ability to direct their own work and make valuable contributions to achieving organizational success? This article explores some answers to this question by, among others: reviewing ideas of early management thinkers;...
Persistent link: https://www.econbiz.de/10014883305
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Managing Participation: A Critical Dimension of Leadership
Vroom, Victor H.; Jago, Arthur G. - In: Journal of Management Development 7 (1988) 5, pp. 32-42
Managers must adapt their leadership styles to fit the demands of the situations they face. One of the necessary … personalities of the subordinates, the decisions to be made and the general organisational circumstances. Managerial leadership is … to the critical components of effective leadership.  …
Persistent link: https://www.econbiz.de/10014883560
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Leader-member exchange and job performance
Choy, Jerome; McCormack, Darcy; Djurkovic, Nikola - In: Journal of Management Development 35 (2016) 1, pp. 104-119
Purpose – The purpose of this paper is to examine the relationship between leader-member exchange (LMX) and job performance and the utility of delegation and participation as mediators of the aforementioned relationship. Methodology – A survey approach was used in this research. Regression...
Persistent link: https://www.econbiz.de/10014884080
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Understanding social advocacy
London, Manuel - In: Journal of Management Development 29 (2010) 3, pp. 224-245
Purpose – This paper aims to examine characteristics that contribute to leaders' emergence and development as social advocates in their organizations and communities. Design/methodology/approach – Building on theories of social problems, influence, and impression management, this paper...
Persistent link: https://www.econbiz.de/10014882692
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The evolving group: towards a prescriptive theory of intentional group development
Akrivou, Kleio; Boyatzis, Richard. E.; McLeod, Poppy L. - In: Journal of Management Development 25 (2006) 7, pp. 689-706
Purpose – The purpose of this paper is to provide a theoretical framework for understanding and formulating team intentional change. Design/methodology/approach – Based on a critical review of existing theories of group development, gaps in the literature regarding how teams can and should...
Persistent link: https://www.econbiz.de/10014882448
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Reality revisited: leading people in chaotic change
Karp, Tom; Tveteraas Helgø, Thomas I. - In: Journal of Management Development 28 (2009) 2, pp. 81-93
Purpose – The purpose of this paper is to describe a way for leaders to lead chaotic change. By chaotic change it is meant changes in an organization when the external and internal complexity and uncertainty are high. Design/methodology/approach – The paper is based on a conceptual...
Persistent link: https://www.econbiz.de/10014882614
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Fostering post‐conventional consciousness in leaders: why and how?
Baron, Charles; Cayer, Mario - In: Journal of Management Development 30 (2011) 4, pp. 344-365
Purpose – The purpose of this paper is to clarify why and how leadership development programs should be used to foster … guiding principles for integrating such practices into leadership and management development programs. Originality …/value – Although the value of post‐conventional stages of consciousness in management and leadership roles is the subject of increasing …
Persistent link: https://www.econbiz.de/10014882769
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Visionary leadership in business schools: an institutional framework
Almog‐Bareket, Granit - In: Journal of Management Development 31 (2012) 4, pp. 431-440
framework linking it to the visionary leadership deans may demonstrate. Design/methodology/approach – This paper is conceptual … possible visions deans may lead and on the nature of their leadership. Findings – The article proposes an institutional … framework of visionary leadership in business schools and suggests that vigorous visionary leadership among deans is required in …
Persistent link: https://www.econbiz.de/10014882858
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Introduction: the origins of organizational development
Grieves, Jim - In: Journal of Management Development 19 (2000) 5, pp. 345-447
The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for...
Persistent link: https://www.econbiz.de/10014882143
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Acciona: a process of transformation towards sustainability
Arenas, Daniel; Fosse, Jeremie; Murphy, Matthew - In: Journal of Management Development 30 (2011) 10, pp. 1027-1048
Purpose – This teaching case seeks to explain the main aspects of Acciona's sustainability strategy and the process of transformation of the company after the new CEO took office in 2004. It also aims to present some possible difficulties of maintaining such strategies in the new economic and...
Persistent link: https://www.econbiz.de/10014882819