Table of contents
Validating generational differences: A legitimate diversity and leadership issue
Paul M. ArsenaultToday's workforce is more diverse that ever. One diversity issue that has not been generally recognized is generational differences. Defined as a shared tradition and culture by a…
Leading the strategic development of intellectual capital
Irene M. Herremans, Robert G. IsaacThe Intellectual Capital Realization Process (ICRP), developed by the authors, permits the leaders of an organization to develop strategies to realize the potential of…
The influence of organizational culture on attitudes toward organizational change
Zabid Abdul Rashid, Murali Sambasivan, Azmawani Abdul RahmanThis study investigates the influence of organizational culture on attitudes toward organizational change in Malaysia. Based on the work of Goffee and Jones and Dunham et al., a…
Managing conflict between marketing and other functions within charitable organisations
Roger Bennett, Sharmila SavaniExtensive research has been undertaken into the proposition that certain organisational arrangements and working methods (e.g. centralisation, functional specialisation…
Supervisory leadership and implementation phase
Pantelis Pechlivanidis, Angeliki KatsimpraThis study's aim is to explore the role of the manager‐leader when decisions are being implemented. Contingency theories of leadership served as a primary basis on this direction…
Leadership and the development of dominant and countercultures: A narcissistic perspective
Robert Jones, Barbara Lasky, Heather Russell‐Gale, Mia le FevreThis article uses a case study analysis to analyse a leadership scenario that permits a dominant culture and a counterculture to develop and coexist simultaneously within a single…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys