Spirituality is a long‐neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there are wider spiritualities that the organizational actor can draw upon and a burgeoning literature on personal meaning...

To meet the information processing needs of the new global organisation, IS/IT managers and their IS/IT staff need to develop new skills, so that they may be more focused on the business rather than on technical processes. In exploring the theme of the changing role and contribution of the IS/IT...

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required...

Purpose – This article aims to capture latest thinking from an internationally renowned practitioner on the themes of Chairmanship, purpose of the board and governance. Design/methodology/approach – The author used two methods to complete the article – semi‐structured interview and...

Purpose – This paper seeks to explore whether the Western concept of servant leadership holds the same meaning in the public sector of the cross‐cultural context of China and to identify whether there is an alternative term in the Chinese language that closely relates to the concept of...

Purpose – Characteristics of leaders whose behaviour is visceral include taking action based on instinct rather than intellect and exhibiting coarse, base and often negative emotions. Despite the challenge of precisely defining the nature of visceral behaviour, the purpose of this paper is to...

A European‐wide survey of 957 top managers of manufacturing companies spread across eight countries identifies considerable differences on five key dimensions: job satisfaction, orientation to discipline, general management orientation, team orientation and organizational orientation. Further...