Table of contents
Facilitating problem‐solving groups: facilitator competences
Terry Nelson, Elspeth McFadzeanGroup and team meetings are important organisational processes. These teams, therefore, should be managed and supported appropriately in order to produce effective outcomes. One…
Sustainable learning and change in international teams: from imperceptible behaviour to rigorous practice
Claudia Heimer, Russ VinceThis paper outlines the authors’ experience of working with international cross‐cultural teams, and is an attempt to address the question about how international organizations can…
Selecting expatriate managers: key traits and competencies
Joe Jordan, Sue CartwrightSelecting expatriate managers for an international assignment has been hindered not just by a lack of empirical studies testing construct predictors, but more importantly, by a…
Leadership for socially responsible organizations
Richard H. Reeves‐EllingtonThis article addresses how for‐profit organizational management and leadership considers social responsibility. It is argued in this article that managers and leaders self‐define…
Cross‐cultural attitudes towards leadership dimensions
Steve McKennaThe current trend among corporations to clearly identify management behavioural competencies, that would enable managers to perform more effectively, has led to many developing…
Technical note: a study of Hersey and Blanchard’s situational leadership theory
Thomas D. Cairns, John Hollenback, Robert C. Preziosi, William A. SnowThis study empirically tested Hersey and Blanchard’s situational leadership theory (SLT) among 151 senior executives within service and manufacturing businesses of a large Fortune…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys