Journal of Managerial Psychology: Volume 14 Issue 6

Managerial disturbance handling: a case‐study approach

Margaret Meskill, Suchitra Mouly, Stephen Dakin

The focus of this paper is on the recognition and resolution by managers of “disturbances”, which have been defined as “involuntary situations that threaten the smooth running of…

Multi‐rater feedback methods: personal and organizational implications

Paul Jansen, Daniël Vloeberghs

The conditions and implications for the use of multi‐rater feedback or “360‐degree” methods are studied from both a psychological and an organizational perspective. Psychological…

“I think I can; I think I can”: A self‐leadership perspective toward enhancing entrepreneur thought patterns, self‐efficacy, and performance

Christopher P. Neck, Heidi M. Neck, Charles C. Manz, Jeffrey Godwin

The concept of “Thought Self‐Leadership” involves individual self‐influence through cognitive strategies that focus on self‐dialogue, mental imagery, beliefs and assumptions, and…

Reflections: Personal development for managers – getting the process right

Sally Atkinson

The success of contemporary structures relies on the personal competence of managers. This can imply a significant change in the attitudes and behaviour of individual managers…

Resources. Focus on facilitation

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