Table of contents
Leading from the middle: surviving the squeeze of apparently irreconcilable forces
Stewart GabelLeaders and managers often are asked to take positions on various issues that reflect the needs or particular agendas of various individuals or groups with whom they interact…
Leading in the age of paradox: optimizing behavioral style, job fit and cultural cohesion
Charlotte D. Shelton, Mindi K. McKenna, John R. DarlingOrganizations benefit from workforce diversity and also benefit from cultural cohesion. Individuals benefit from job/person fit. However, not only do individuals with diverse…
Entrepreneurial leadership in high‐tech firms: a field study
Paul Michael Swiercz, Sharon R. LydonThere are many known reasons why hot start‐ups fail – new technologies, new markets, new distribution channels, inexperienced management teams, etc. – but an unquestionably…
Managerial intervention in disputes: the role of cognitive biases and heuristics
A.R. ElangovanAlthough research on managerial third‐party dispute intervention has made considerable progress during the past two decades, an implicit assumption of rationality has permeated…
Shared leadership in the implementation of re‐orientations
Robert Waldersee, Geoff EaglesonBased on the experience of a hotel corporation, it is argued that the implementation of a re‐orientation is more likely to be successful if its leadership is shared between a…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys