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Research on leadership is reviewed, beginning from the now abandoned idea of the “born” leader. The present view of the three elements important for the understanding and practice of leadership are personality, leaders' behaviours and situational factors. Beyond that, attempts are now being made to analyse and define the charismatic or visionary leader.

Team building is a common thread throughout most organizational change and management development activities. As teams are built, they should evolve through three stages of learning: (1) crisis problem solving, (2) productivity improvement to the current situation, and (3) anticipatory learning. Anticipatory team learning focuses on future‐oriented learning. It is based on three meta skills of team learning: (1) obtaining data, (2) constructing “rich information” and (3) turning rich information into “intelligence” for creating and sustaining peak performance and a higher commitment culture.

Examines charismatic leadership and how it works in public administration, also states that charisma can be interpreted as inferred and can be conferred by followers. Further states that there are three stages that any leader must use to guide his/her organisation from the present to the future and these are: evaluation; formulation; and development. Concludes, owing to constraints placed on public administration, personalized rather than socialized charisma may be shown.

Traditional disciplinary procedures place too much emphasis on punishment. A system of “positive discipline” is described that is performance based and allows individual employees the opportunity, through a day′s paid absence, to make their own decisions about work problems – identified by the employer but discussed in terms of positive changes in behaviour or practice.

Describes how the West Midlands Employment Service has developed a strategy for total quality. Follows the stages an office goes through on their Quality Path using a gardening analogy to describe the process. Acknowledges that TQ initiatives need to continue from the top down, the bottom up and through the middle with every level involved until they become part of business as usual.

This issue is a selected bibliography covering the subject of leadership.

This chapter highlights a study showing that knowledge sharing and envisioning processes can have positive effects on human and social capital growth within a network. The chapter begins by arguing that a responsible development perspective can be more proactive approach than a sustainability perspective. Some actors (non-profit, public, and private) have achieved responsible development goals by integrating values, purposes, and visions. More specifically, we conducted a study testing a methodology that can guide a process of building a strategic vision within a network with the goal of improving their responsible development orientation. The chosen methodology is “Participatory Action Research.” The implementation of the envisioning process was studied via quantitative/qualitative research tools. The methodology was tested in an official cross-country project funded by the European Commission. The project was selected as a best practice by the same European Union Commission. The study highlights the importance of envisioning processes in building social and human capital at the inter-organizational level and, in particular, in highly complex sectors such as those oriented toward improving social responsibility. In fact, work on the envisioning process itself represents an essential instrument for developing strategic objectives to be shared among actors within networks that intend to promote responsible development and improve their human and social capital. This bottom-up process of envisioning can also facilitate cultural interaction among community members, even in a cross-country context. This relevant “learning-by-interacting” experience can create a growth process for the human and social capital of entire communities. The creation of social capital also promotes the development of shared knowledge and advances, leading to the general understanding of common core objectives and appropriate ways of acting within the social system. The chapter ends with recommendations for future research.

The purpose was to find if the relationship between personality and transformational leadership exists, when the appraisals are from leaders themselves and from their subordinates.

The approach taken was quantitative analyses of 439 leaders and 380 subordinates.

Results indicated that the relationship between personality and transformational leadership exists. Subordinates' and leaders' ratings did not converge. According to leaders' self‐ratings, the extraverted, intuitive and perceiving preferences favour transformational leadership. On the contrary, subordinates' ratings indicated that leaders with sensing preference are associated with transformational leadership.

Even if sample size is relatively extensive, it represents mainly middle‐level leaders. More data would be needed to gain the overall picture of this topic in all leadership levels.

Results of this study can be used in training and development, when trying to enhance mutual understanding. Also when leaders are appraising themselves they can have more realistic picture when knowing their tendencies due to the personality.

The results provides further information of this field, where the earlier results have been somehow contradictory. Paper shows how different personalities tend to over‐ or underestimate themselves when comparing to subordinates ratings.

In hospitality operations customer satisfaction relies heavily on group‐based activities and the need for different departments to work closely together. It is particularly important therefore to develop an organizational culture which encourages group motivation, harmonious working relationships and good teamwork. Culture is developed over time and is shaped in response to a complex set of factors. Raises a number of important questions relating to the culture of short‐life hospitality organizations.