This special issue of The Leadership &Organizational Development Journal adoptsas its theme, ''Public sector leadership''.Many would argue that the turbulence thatcurrently characterises the operatingenvironment of public sector organizationshighlights a need, more than ever before, foreffective...

This case study reports on an intervention in a small but rapidly growing computer company, designed to identify potential problems in human resource management, and to sensitise the directors to the need to promote the eventual development of a positive and identifiable company culture. Four...

Outlines and discusses some of the pertinent issues of management and organization facing less developed countries (LDCs). Based on a review of the most recent literature, illuminates the central place of culture in reflecting and explaining organizational behaviour. Examines the controversies...

As regards the quality of human resources, a turbulent business environment presents, at times, a bewildering array of fundamental challenges. Organisations can no longer cope by making small incremental adjustments to existing practices. An aggregation of major challenges, arising all at once...

Senior executive teams are often a microcosm of the culture in which they exist, while also responsible for creating that very culture. Thus, developing the senior executive team as an effective coalition is crucial to creating sustainable organization change. However, the unique composition and...

Presents a process developed by the authors that can be used to help organizational leaders and change agents make alignments between their “espoused” and “existing” organizational cultures. First we present an overview of the theoretical model from which the process is derived, and how...

Research has demonstrated that mergers and acquisitions often fail, in significant part because companies fail to effectively integrate their diverse organizational cultures. This case study provides an in‐depth description of one company’s organizational culture just prior to being...

The development of a new skills mix must be seen as part of an organisational change management strategy. It is only credible when it adds value to what an organisation does. The role of baseline skills is examined together with the failure of competency‐based management philosophies to set...

Examines some of the implementation issues accompanying the introduction of a major change programme in the UK National Health Service. The data for the case were collected from more than 200 semi‐structured interviews in one NHS region. The change programme itself, called the Resource...

Describes the author′s distinctive approach to facilitating empowerment in organizations and helping managers enhance their capacity to learn and respond to change more effectively. Expresses the author′s views on how the culture of organizations need to change (and the specific changes in...