Table of contents
Personality and leadership: a benchmark study of success and failure
Finn HavaleschkaDoes the top‐level management team make the difference between a company’s success and failure? By using two different assessment tools (developed on the model of the…
Beyond codes of ethics: an integrated framework for stimulating morally responsible behaviour in organisations
Gael McDonald, André NijhofThis paper contributes to the study of ethics programmes by the building of a theoretical model for implementing an ethics programme and examining the application of this model to…
Magical oracles and hand axes: lessons for building self‐confidence and employee ownership
Keith DentonFrom ancient times, the need for control and the ability to gain it by developing tools, language and ideas has distinguished the human species. More recently, empowerment has…
Satisfaction with organizational vision, job satisfaction and service efforts: an empirical investigation
Mark R. TestaOrganizational vision is a generally accepted necessity for organizational success in the 1990s. Specifically, stakeholder attitude toward the vision is believed to improve…
Change leadership: the virtues of deviance
Steve Crom, Thomas BertelsAs the limiting factor in many change efforts is having enough talent to replicate and sustain changes once they have been successfully piloted, there is a need for developing the…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys