Table of contents
The manager as coach as a driver of organizational development
Richard K. LadyshewskyThe purpose of this paper is to explore the manager as coach (MAC) role as an organisational development strategy, in particular, aspects of the relationship between manager and…
Awakened leaders: born or made?
Joan F. MarquesThis paper aims to review the leader of the twenty‐first century, the Awakened Leader. Based on information, collected from 11 leadership thinkers and practitioners, literature…
Full engagement: the integration of employee engagement and psychological well‐being
Ivan T. Robertson, Cary L. CooperBy introducing the concept of “full engagement,” this article aims to propose that employee engagement is more likely to be sustainable when employee well‐being is also high.
Understanding dysfunctional leader‐member exchange: antecedents and outcomes
Rozhan Othman, Foo Fang Ee, Ng Lay ShiThe purpose of this paper is to identify a number of limitations of the theory on leader‐member exchange (LMX). This paper aims to argue that under certain conditions high quality…
Implicit leadership theory among Malaysian managers: Impact of the leadership expectation gap on leader‐member exchange quality
Anusuiya Subramaniam, Rozhan Othman, Murali SambasivanThis paper aims to examine implicit leadership theory (ILT) among Malaysian managers and the impact of the gap between the ILT and actual leader behavior on leader‐member exchange…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys