Multi‐source processes have been increasingly adopted by organisations in recent years and most projections suggest this trend will continue. As a developmental technique, one underlying rationale to such systems is their potential impact on target managers’ self‐awareness; increasing self...

Outlines possibilities for the use of self‐appraisal as a valuable source of information and as a feedback tool. Reports the results of two studies, in the UK and Israel, which indicate a considerable match between self performance and direct‐manager appraisal. These findings are contrary to...

The motive to manage impressions has been broken down into protective and acquisitive orientations. A protective orientation exists when an individual is concerned primarily with encountering disapproval, rather than approval, from the relevant audience. An acquisitive orientation exists when an...

Offers a number of insights into the nature of spirituality in organizations and how employees can gain greater spirituality and purpose in their work. Specifically, proposes that a recent leadership theory, thought self‐leadership, can assist employees in influencing or leading themselves...

Maintains that the world of financial services is, perhaps, one of the sectors most radically affected by contemporary economic factors. Describes how a self‐development programme was introduced to one financial services institution in the wake of organizational turbulence initiated by...

Current spirit at work literature often assumes spirituality needs to be introduced to the workplace. This paper offers an additional perspective, arguing that spirituality is already present, as many individuals have spiritual beliefs but struggle to articulate or enact these beliefs at work....

Despite a reluctance on the part of organizational researchers to deal with the subjects of emotions or spirituality, recent researchers have begun to argue for the importance of exploring their relationship to workplace performance. Recent research, for example, has shown a positive...

Despite significant theoretical work over the past decade, the phenomenon of trust and the process of its development in managerial relationships remain elusive in theory and practice. This paper revisits theories that frame trust development in order to explore the development of trust in the...

Draws attention to the importance of listening skills. Approximately three fourths of the business day is spent engaged in some form of communication. Effective listening is central to enhanced communication but managers do not always listen because active listening is not a natural process. It...

We are negotiating all the time: with customers, suppliers, trade unions, our family ‐ indeed, all with whom we come into contact. In business, in particular, negotiation needs management. There are said to be eight stages in negotiation: prepare, argue, signal, propose, present the package,...