Leadership & Organization Development Journal: Volume 17 Issue 4

A three‐track process for executive leadership development

Ed Kur, Richard Bunning

Describes a three‐track process for executive leadership development (TTL) intended to develop a cadre of strategic business leaders for the next decade. TTL consists of three…

Managing safety: an attitudinal‐based approach to improving safety in organizations

Ian Donald, Stephen Young

Describes the use of safety attitudes as the basis for an intervention to improve safety performance in a power generation company. Following an initial survey using the safety…

Analysing business performance: counting the “soft” issues

Claire Louise

Management literature describes the “revolution” in business performance measurement which encourages the use of “soft” employee‐related measures, such as employee satisfaction…

Why employee empowerment is not just a fad

Henry J. Coleman

Reports that intense global competition and sophisticated customer demands are requiring speed and flexibility, seamlessness and transparency of response to the marketplace, and…

Role sets and organization structure

Glenn Bassett, Adrian Carr

Suggests that theories of organization structure since mid‐century have been dominated by a systems view that emphasizes macro‐economics. The potential for further contribution to…

Developing effective college leadership for the management of educational change

Michael Gregory

Analyses the concept of leadership as a vital ingredient of educational success within the context of the turbulent changes taking place within further education. In defining…