Purpose – Despite huge amounts of time and effort allocated to the recruitment of executives and senior managers, the recruitment process produces an unacceptable failure rate that reduces business competitiveness and corporate profits. The purpose of this paper is to investigate this in order...

Purpose – To provide a critique of Belbin's team role theory, including the provision of a re‐definition of the concept of team role and an adequate framework for relating personality to team roles. The re‐defined concept of team roles has a significant social dimension that relates it to...

Purpose – The purpose of this paper is to model the relationship between influencing behaviour, personality traits, work roles and role orientation. It builds on previous research into team roles, highlighting the relationship between influencing behaviour and team role behaviour....

Purpose – The purpose of this paper is to model the relationship between influencing behaviour, personality traits, work roles and role orientation. It builds on previous research into team roles, highlighting the relationship between influencing behaviour and team role behaviour....

Purpose – The purpose of this paper is to provide an unbiased view of leadership methods/approaches (good and bad) that have created the world we live in, whilst commenting on what makes a great leader. Design/methodology/approach – Research has included in‐depth interviews and first hand...

Purpose – The paper's aim is to assist OD managers in the design and implementation of a coaching culture in their organization. Design/methodology/approach – This is a conceptual/discussion paper, which draws on real world examples and is supported by the coaching literature. Findings –...

The author describes the process by which a group of six managers, from a variety of disciplines, on an Action Learning programme influenced each other. The support and encouragement offered is illustrated and related to research carried out by Margerison and Belbin. The article is based on the...

The author, a 57‐year‐old managing director of a small engineering company, describes why he decided to take an MSc Management by Action Learning, and the benefits he gained. He sets out the processes of the Action Learning Set, and how he and others learned from each other and the tutors.