Table of contents
Emotional labour in organizations
Sandi MannEmotion and rationality are considered by many practitioners to be mutually exclusive concepts as encapsulated in the generally held belief that there is no place for emotions in…
Differences in leadership behaviour between expatriate and local bosses as perceived by their host country national subordinates
Jan SelmerPresents an investigation of how host country national subordinates perceive the leadership behaviour of their expatriate bosses in foreign assignments. From a sample of 240…
Two cheers for empowerment: some critical reflections
David CollinsAttempts to encourage a more reflective and guarded analysis of empowerment. Traces the political and economic factors which have facilitated the development of a particular…
Quality management in local government, the same as in the private sector but different
Alex Appleby, Antony ClarkLooks at the growing importance of quality management in local government. Identifies the current thinking behind total quality and the need to apply established theory in the…
Real change leaders: the key challenge for management today
Bruce Lloyd, Marc FeigenIn discussion with Bruce Lloyd, Marc Feigen, one of the authors of the McKinsey Study, Real Change Leaders, argues that middle management decisions require broad based behavioural…
A networking model of change for middle managers
Hank SchaafsmaDiscusses the Karpin Report which suggests that the development of management skills is the key to workplace reform. To achieve a breakthrough in management skills will require a…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys