Table of contents
Swearing at work and permissive leadership culture: When anti‐social becomes social and incivility is acceptable
Yehuda Baruch, Stuart JenkinsThe purpose of this paper is to examine the use of expletives and swearing in the workplace. It proposes to challenge leadership style and to suggest ideas for management best…
Leadership preferences in Japan: an exploratory study
Aya Fukushige, David P. SpicerThe paper aims to explore Japanese followers' leadership preferences and consider the suitability of Bass and Avolio's full‐range leadership model in Japan.
Leader‐member exchange (LMX) theory of leadership and HRD: Development of units of theory and laws of interaction
Dae‐seok Kang, Jim StewartThe purpose of this paper is to examine the relationship between leader‐member exchange (LMX) and human resource development (HRD) to gain a better understanding of the…
Expectations of emotional display in the workplace: An American/British comparative study
Sandi MannThis paper aims to portray that, while particular types of emotional displays are often essential for team and service work, the negative consequences of conforming with display…
Legitimation and group conversational practices: implications for managing change
Alan O'Neill, Muayyad JabriThis paper aims to show that the knowledge that many change efforts fail to deliver meaningful results is by no means new, but understanding why this is the case remains an…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys