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Strategic Leadership: Concepts, Skills, Style and Process
Stumpf, Stephen A.; Mullen, Thomas P. - In: Journal of Management Development 10 (1991) 1, pp. 42-53
Based on personal observations of several thousand managers, in both business and simulated business settings, four elements are identified that are frequently associated with leadership effectiveness. These elements are: (1) consistently and routinely applying a small umber of key concepts, (2)...
Persistent link: https://www.econbiz.de/10014883009
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Management development in Royal Dutch/Shell
Mahieu, Carla - In: Journal of Management Development 20 (2001) 2, pp. 121-130
Charts the history of management development in the Shell organisation. Techniques established over many years were suddenly challenged by the economic forces of liberalisation, globalisation and technology. In particular, Shell identified two types of organisation that could profit – the...
Persistent link: https://www.econbiz.de/10014882168
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Management Development at Siemens Electronics: Hitting a Moving Target
Goodwin, Jack S.; Fulmer, Robert M. - In: Journal of Management Development 11 (1992) 6, pp. 40-45
Discusses how an in‐progress management development programme became the vehicle of a “cultural revolution” after acquisition by another company and helped to consolidate the new combined enterprise because of its timely and fortuitous emphasis on team building. Gives details of subsequent...
Persistent link: https://www.econbiz.de/10014883042
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Management Development in the Global Village: Beyond Culture – a Microworld Approach
McBride, Mary - In: Journal of Management Development 11 (1992) 7, pp. 48-57
creating a unifying cultural framework which can cohere diverse interests around organizational strategy.  …
Persistent link: https://www.econbiz.de/10014883050
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Culture, strategy and teamwork
Alpander, Guvenc G.; Lee, Carroll R. - In: Journal of Management Development 14 (1995) 8, pp. 4-18
organization without a general strategy tying them to long‐term corporate goals, seldom leads to desirable results. Indicates how …
Persistent link: https://www.econbiz.de/10014883189
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Evaluating managers’ performance in companies in transition
Cornuel, Eric; Kletz, Pierre - In: Journal of Management Development 20 (2001) 1, pp. 28-37
Perlmutter’s typology distinguishing between ethnocentric, polycentric, and geocentric management is considered classic. It recommends that multinational firms practise a form of globally conceived administration, regardless of the country of origin of its managers. However, an analysis of the...
Persistent link: https://www.econbiz.de/10014882164
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Applying situational leadership in Australia
Avery, Gayle C.; Ryan, Jan - In: Journal of Management Development 21 (2002) 4, pp. 242-262
Situational leadership (SL) remains highly popular among practitioners, despite considerable academic criticism, lack of theoretical debate, and relatively little published research into SL. We interviewed practicing managers trained in SL about their experiences in applying the model. SL...
Persistent link: https://www.econbiz.de/10014882212
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Leadership preferences of German and English managers
Schneider, Judith; Littrell, Romie F. - In: Journal of Management Development 22 (2003) 2, pp. 130-148
The Ohio State leader behaviour description questionnaire XII (LBDQ XII) was used to assess the leadership preference opinions of business managers in England and Germany. Significant differences were noted between the two national groups. The most dramatic difference was on the factor...
Persistent link: https://www.econbiz.de/10014882253
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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 drawn from a mid‐west research...
Persistent link: https://www.econbiz.de/10014882293
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Managers and strategic decisions: does the cognitive style matter?
Gallén, Tiina - In: Journal of Management Development 25 (2006) 2, pp. 118-133
viable strategy for a firm. Design/methodology/approach – This study uses data from 70 managers in the spa industry. Findings … on strategies they tend to prefer. Intuitive managers tend to view the prospector or the analyzer strategy as the most … viable future alternative for a firm. The analyzer or the defender strategy is preferred by the sensing managers. Originality …
Persistent link: https://www.econbiz.de/10014882416