Journal of Management Development: Volume 29 Issue 5

Process‐designed training: A new approach for helping leaders develop emotional and social competence

Cary Cherniss, Laurence G. Grimm, Jim P. Liautaud

The purpose of this paper is to evaluate the effectiveness of a leadership development program based on International Organization for Standardization (ISO) principles. The…

Differentiating leader and leadership development: A collective framework for leadership development

Afroditi Dalakoura

The purpose of this paper is to revisit the prevalent perceptions of leadership development, consider the constructs that affect leadership development in an organization, and…

The effect of workplace spirituality on team effectiveness

Jose Luis Daniel

The purpose of this paper is to present a theoretical model aimed at understanding the impact that workplace spirituality (WS) has on team effectiveness.

Outcomes of management and leadership development

Patrick McGurk

This paper seeks to conceptualise and assess the outcomes of management and leadership development (MLD) at individual, business and organisational levels.

Human resource management systems and firm performance

Karen L. Ferguson, Thomas G. Reio

The purpose of this study is to test a model where human resource inputs (e.g. motivation, employee skill) and human resource processes/practices (e.g. training and development;…

Increasing transformational leadership through enhancing self‐efficacy

Susan Fitzgerald, Nicola S. Schutte

The present study aims to examine whether an intervention designed to increase self‐efficacy for transformational leadership results in more transformational leadership…

A new global ethic

Anthony Howard

This paper set out to explore the potential for business leaders to do good in a way that is fully integrated with their organisational objectives and their personal purpose. In…