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Preferred Leadership Style Differences: Perceptions of Defence Industry Labour and Management

Lucas, Paul R.; Messner, Phillip E.; Ryan, Charles W.; … - In: Leadership & Organization Development Journal 13 (1992) 7, pp. 19-22

Leadership approaches, or styles, practised by managers in free societies over the last 100 years have shifted from … between managers and employees regarding those elements critical to effective leadership; managers agreed to a significantly … greater extent than employees that the surveyed variables are critical to effective leadership; and managers and employees …

Persistent link: https://www.econbiz.de/10014923483

Industrial Conflict and Its Expressions

Analoui, Farhad - In: Leadership & Organization Development Journal 13 (1992) 7, pp. 23-25

the motives behind their choices of action. Concludes that, for managers as leaders, it is vital to gain a better …

Persistent link: https://www.econbiz.de/10014923484

Cultural Diversity and Interpersonal Communication Skills: A Study of Indian Managers

Vaught, Bobby C.; Abraham, Yohannan T. - In: Leadership & Organization Development Journal 13 (1992) 7, pp. 26-31

as international contexts, examines the relationship between communicative capability of Indian managers and selected … demographies and draws generalizations and implications about the communicative capabilities of Indian managers. …

Persistent link: https://www.econbiz.de/10014923485

Training for the Three Key Challenges Encountered on All International Assignments

Fontaine, Gary - In: Leadership & Organization Development Journal 14 (1993) 3, pp. 7-14

in these skills for internationally assigned managers. …

Persistent link: https://www.econbiz.de/10014923497

Management Education for International Joint Venture Managers

Bailey, Elaine K.; Shenkar, Oded - In: Leadership & Organization Development Journal 14 (1993) 3, pp. 15-20

international joint venture managers. …

Persistent link: https://www.econbiz.de/10014923498

Creating Community: The Task of Leadership

Hay, Julie - In: Leadership & Organization Development Journal 14 (1993) 7, pp. 12-17

Suggests that transactional analysis provides useful models for developing leadership styles. Uses concepts of ego states and assessing quadrant to describe benefits and drawbacks of four key communication channels and shows how they relate to leadership. Uses the same model to explain stages of...

Persistent link: https://www.econbiz.de/10014923512

Resistance: The Repercussions of Change

O′Connor, Carol A. - In: Leadership & Organization Development Journal 14 (1993) 6, pp. 30-36

Seeks to help managers to recognize different types of resistance and how to react to them. Categorizes types of …. Managers with self‐awareness and a sense of humour are most successful in overcoming resistance to change. …

Persistent link: https://www.econbiz.de/10014923521

Do You Have the Personality to Be a Leader?

Kinder, Andrew; Robertson, Ivan T. - In: Leadership & Organization Development Journal 15 (1994) 1, pp. 3-12

Explores the practical implications and the psychological meaning of the links between specific job competences and personality variables using biographical material from the lives of famous people such as Anita Roddick, Sir John Harvey‐Jones, Lord Shaftesbury and Mikhail Gorbachev. Uses...

Persistent link: https://www.econbiz.de/10014923523

Managing a Diverse Workforce

Diamante, Thomas; Giglio, Leo - In: Leadership & Organization Development Journal 15 (1994) 2, pp. 13-17

Diversity‐based intervention strategies require congruence with the culture of the client system. Achieving congruence demands the questioning of topic definition, method of implementation, programme content and the stated bottom‐line intent of the programme. Practitioners are advised to...

Persistent link: https://www.econbiz.de/10014923527

In Search of Structural Excellence

Martinsons, Aelita G.B.; Martinsons, Maris G. - In: Leadership & Organization Development Journal 15 (1994) 2, pp. 24-28

Ideal organizational structures are subjectively based on specific sets of organizational and external factors. Begins with a review of structural alternatives and identifies the need for a contingency‐based approach. Changes in corporate structure may be needed as a result of internal...

Persistent link: https://www.econbiz.de/10014923529