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Organisational Culture: Organisational Change?

Holyoak, Lynda - In: Leadership & Organization Development Journal 23 (2002) 6, pp. 354-355

Persistent link: https://www.econbiz.de/10014924168

Leadership

Mann, Sandi - In: Leadership & Organization Development Journal 24 (2003) 3

Persistent link: https://www.econbiz.de/10014924173

The Leadership Cycle: Matching Leaders to Evolving Organizations

Rausch, Erwin - In: Leadership & Organization Development Journal 24 (2003) 4, pp. 240-241

Persistent link: https://www.econbiz.de/10014924191

The Concise Adair on Creativity and Innovation

Austin, Avis - In: Leadership & Organization Development Journal 27 (2006) 2, pp. 159-160

Persistent link: https://www.econbiz.de/10014924218

Managers not MBAs: A Hard Look at the Soft Practice of Managing and Management Development

Walz, James T. - In: Leadership & Organization Development Journal 27 (2006) 2, pp. 163-164

Persistent link: https://www.econbiz.de/10014924221

How to Be an Even Better Manager: A Complete A‐Z of Proven Techniques & Essential Skills, 6th ed.

Bigliardi, Barbara - In: Leadership & Organization Development Journal 32 (2011) 1, pp. 99-101

Persistent link: https://www.econbiz.de/10014924232

Handbook of Employee Engagement: Perspectives, Issues, Research and Practice

Bullock, Judy - In: Leadership & Organization Development Journal 32 (2011) 3, pp. 310-311

Persistent link: https://www.econbiz.de/10014924233

Living the future: a strengths-based example of restructure and culture at Boehringer Ingelheim

Garcea, Nicky; Harrison, Rebecca; Linley, Alex - In: Strategic HR Review 13 (2014) 3, pp. 111-117

Purpose – The purpose of this article is to set out the ways in which pharmaceutical company Boehringer Ingelheim embedded a strengths-based approach to the assessment and development of field-based staff during a period of structural and culture change. It provides an overview of how...

Persistent link: https://www.econbiz.de/10015015746

Engaging employees: three critical roles for managers

Tucker, Elissa - In: Strategic HR Review 16 (2017) 3, pp. 107-111

Purpose The purpose of this research paper is to detail the roles that managers can play in engaging their direct reports. Design/methodology/approach APQC conducted an online survey of 252 participants – representing different generations, job levels and organizations of varying sizes and...

Persistent link: https://www.econbiz.de/10015015820

Taking trouble

Morrison, Allen; Beck, John - In: Strategy & Leadership 28 (2000) 2, pp. 26-32

effectively. In this article, the authors discuss three dimensions of management attention: aversion/attraction, captive …/voluntary, and front‐of‐mind/back‐of‐mind. Each of these dimensions provides an array of tools to focus management attention. By … information, managers need to focus on their most scarce resource – management attention. …

Persistent link: https://www.econbiz.de/10015016326