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A key obstacle to women’s advancement to managerial roles and leadership positions is the stereotype of the “good” manager, which is characterized by masculine traits. Although this gendered managerial stereotype has been very persistent over the past decades, Powell et al. (2021) recently showed that business students in the USA reported a decreased preference for masculine leadership traits and an increased preference for feminine leadership traits, resulting in a so-called “androgynous” manager profile that contains both masculine and feminine characteristics. This study aims to replicate Powell et al.’s (2021) findings among an older sample of working adults in The Netherlands.

The present study tests for changes in the managerial stereotype in a sample of 5,542 Dutch employees across 2005, 2010 and 2020.

In line with Powell et al. (2021), the results confirm employees’ decreased preference for masculine and increased preference for feminine leadership traits in 2020 compared to 2005. Nevertheless, Dutch employees still favored masculine over feminine leadership traits in 2020, contrary to the findings by Powell et al. (2021).

These observed changes in the managerial stereotype could prove to be an important step forward for women’s advancement to management and leadership positions.

With the present study, the authors demonstrate cross-cultural generalizability and conclude that the stereotype of a “good manager” is not only changing among US business students but also among working adults in The Netherlands. Overall, this study strengthens the observation that the stereotype of a “good manager” is becoming less gendered.

This study seeks to identify the relationship between leader behaviour and the effectiveness of the members of a self‐managing team (SMT) in terms of perceived individual performance and emotional exhaustion. In particular, it aims to examine the moderating role of individual team tenure.

A questionnaire study was conducted involving 154 team members of 21 SMTs. Two leadership dimensions were measured, plus team tenure and effectiveness (in terms of perceived individual performance and emotional exhaustion) of the individuals involved.

Team members with a short team tenure reported higher levels of individual performance when their team leader demonstrated directive behaviour. Conversely, these relatively new team members reported lower levels of individual performance and experienced greater emotional exhaustion when their team leader adopted coaching behaviour. For team members with longer team tenure, however, individual performance was greater and emotional exhaustion less when their team leader exhibited a coaching style of behaviour.

The data were self‐reported and the cross‐sectional design of the study precludes conclusions about the direction of causality.

Leaders of SMTs can benefit from insights into how the team tenure of the individual team members affects their responses to their leadership behaviours. By adapting their leadership styles to suit the characteristics of individual team members, leaders may be able to increase the effectiveness of the individual team members.

This study has examined the effectiveness of different leadership styles within real‐life SMTs and shown the importance of attending to the moderating effect of individual team members' team tenure.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Researchers from the Netherlands showed a decreased preference for masculine, and an increased preference for feminine, leadership traits in their notions of a “good manager” in 2020 compared with 2005. But Dutch employees continued to favour stereotypically “masculine” over “feminine” leadership traits, unlike in a 2021 study by Powell et al, which showed that a cohort of US business students reported a preference for a more “androgynous” manager profile.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This study focuses on an emerging deviant behavior at the team level and investigates when and why the team level processes reduce team expedient behavior. Anchored on the input–process–outcome (I–P–O) theoretical framework for studying team effectiveness, it conceptualizes and tests a research model where servant leadership and team-based human resource management (HRM practices) serve as a team-level input that interacts to influence the process of team reflexivity and ultimately reduces team expedient behavior as the outcome.

Data are from 109 teams involving a total of 584 employees and analyzed at the team level.

The findings provide empirical support that team-based HRM practices positively moderate the relationship between servant leadership and team reflexivity and that team reflexivity transforms the influence of servant leadership into reduced team expedient behavior. Implications for theory and practice are discussed.

The participants in this study were drawn from diverse backgrounds (n = 584), and they were nested within 109 teams. Therefore, the authors were cautious of making claims that the findings would apply to every team in the context of China. The authors acknowledge that the research design of this study is not the strongest to test for causal relationship.

The findings show the synergistic role of servant leadership and team-based HRM practices and suggest organizations have both in place to mitigate deviant behaviors by teams. The study also suggests organizations develop and promote an environment where team members are motivated and encouraged to share their ideas, openly discuss experiences and set up forward plans.

Organizations should focus on training their leaders of the behaviors such as supporting followers, enhancing subordinates' commitment to the collective goal and emphasizing the equality between themselves and subordinates. Organizations need to increase their awareness that the teams are more likely to perform their tasks by the means prescribed by the organizational rules if they communicate, discuss and get modeling or feedback from other teams.

This study enriches research on team-based HRM practices, which so far have received limited attention, and deserves further investigation. It sharpens the underlying mechanism that translates team-level input of leadership and HRM to the desired outcomes of reduced expedient behavior by introducing the role of team reflexivity. The study adds to the growing research on workplace deviance by addressing team-level expedient behavior.

In this chapter, Andrea Óhidy provides an overview of some central issues of the book. First, she shows the similarities in the challenges to increase the participation and success of Roma people in education and lifelong learning in the selected European countries; then, she discusses their policies and support programmes, which, on the one hand, try to improve the social situation of the Roma while promoting minority language and culture, on the other hand. She finds the reason for their similarities regarding the wording, defining and communicating and also concerning the main ideas and concrete projects for possible solutions, in the Roma inclusion policy of the European Union in the frame of the Open Method of Coordination, which has been introduced within the Lisbon Strategy, linked to the idea of lifelong learning. She considers the realisation of these policy measures at national, regional and local levels to have shown only unsatisfactory results until now.