Journal of Management Development: Volume 26 Issue 10

The interconnectedness between leadership and learning: a reaffirmation

Joan F. Marques

The purpose of this paper is to reemphasize the essence of upgrading students' learning mentality in higher education as much as possible, in order to enable excellence in…

Managers' justice perceptions of high potential identification practices

Rebecca Slan‐Jerusalim, Peter A. Hausdorf

The purpose of the present study was to describe the high potential identification practices of Canadian organizations and to assess elements of these practices as they relate to…

Changing HR careers: implications for management education

Norma Heaton, Carol Ackah

The human resource (HR) function is experiencing considerable change with pressure to demonstrate added value and a trend to outsourcing. This paper aims to examine the early…

Managing change through management development: an industry case study

Chris Shanley

The purpose of this paper is to explore the interconnections between management development and change management within the context of an industry case study. To develop…

Leadership development training transfer: a case study of post‐training determinants

Yabome Gilpin‐Jackson, Gervase R. Bushe

The purpose of this paper is to understand what contributes to transfer of soft‐skill, leadership training.

The influence of supervisory‐support climate and unemployment rate on part‐time employee retention: A multilevel analysis

William A. Gentry, Karl W. Kuhnert, Scott P. Mondore, Erin E. Page

Using “districts” nested within “regions”, this multi‐level analysis research aims to examine whether a climate of supervisory‐support at a “district”‐level (as measured by…