Table of contents
Embracing leadership: a multi-faceted model of leader identity development
Wei Zheng, Douglas MuirLeadership development has been replete with a skill-based focus. However, learning and development can be constrained by the deeper level, hidden self-knowledge that influences…
Towards a deeper understanding of strategic learning
Hanna Moon, Wendy RuonaThe understanding of strategic learning processes seems to be fragmented and tangled in many disciplines. To construct a meaningful understanding of strategic learning, various…
Beyond the unidimensional collective leadership model
Maria J Mendez, Jon P. Howell, James W. BishopA theoretical analysis evidences the existence of multiple patterns of collective leadership and serves as foundation for the proposal of a two-dimensional model of collective…
Leaders as emotional managers : Emotion management in response organisations during a hostage taking in a Swedish prison
Aida Alvinius, Malin Elfgren Boström, Gerry LarssonThe purpose of this paper is to develop a deeper understanding of how leaders manage their own and others’ emotions in professional crisis management organizations during severely…
Leadership skills as construed by nonprofit chief executives
Kevin P. Kearns, Jonathan Livingston, Shelley Scherer, Lydia McShane– The purpose of this paper is to explore how chief executives of 20 nonprofit organizations construe and prioritize the skills they use to perform typical leadership tasks.
Effective delegation among Hong Kong Chinese male managers: the mediating effects of LMX
Therese Anne Joiner, Lynne LevesonWith the continued expansion of Western organisations and their leadership personnel and practices across national boundaries there is a need for continued critical examination of…
Kunja leadership: concept and nomological validity
Su Young RyuThe objective of three combined empirical studies is to provide a leadership model that could be effective in Confucian culture and to suggest framework that effectively…
Barking up the wrong tree. On the fallacies of the transformational leadership theory
Jon Aarum Andersen– The purpose of this paper is to illustrate that the magnitude of interest in and of enthusiasm for transformational leadership is out of proportion with its weaknesses.
Debriefing a rescue mission during a terror attack
Kristian Firing, Linn Therece Johansen, Frode Moen– The purpose of this paper is to explore a better understanding of Holistic Debriefing processes from a learning perspective.
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys