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Article
Publication date: 1 December 2000

James Poon Teng Fatt

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…

9084

Abstract

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.

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Equal Opportunities International, vol. 19 no. 8
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 1 November 1998

David Coghlan

408

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Leadership & Organization Development Journal, vol. 19 no. 6
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 June 2001

David Finegold, Edward E. Lawler and Jay Conger

A rubber‐stamp board serves everyone—especially the CEO—poorly.

155

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A rubber‐stamp board serves everyone—especially the CEO—poorly.

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Journal of Business Strategy, vol. 22 no. 6
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 11 January 2013

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

677

Abstract

Purpose

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

Design/methodology/approach

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

Findings

A huge and complex responsibility faces those individuals who become leaders of global organizations. Not surprising then that there are concerns about a lack of talent coming through the ranks to manage companies which are becoming increasingly global in nature.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives 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.

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Article
Publication date: 1 October 2003

A fascinating article from spring’s MIT Sloan Management Review focuses on leadership development programs – and more to the point the reasons why they fail. Among the issues…

1492

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A fascinating article from spring’s MIT Sloan Management Review focuses on leadership development programs – and more to the point the reasons why they fail. Among the issues raised, the authors claim that companies “exhibit clear patterns that cause repeated failures or breakdowns in their capacity to create internal leadership talent”. So grave are the problems that they are likened to a disease eating relentlessly away at corporate competitiveness.

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Development and Learning in Organizations: An International Journal, vol. 17 no. 5
Type: Research Article
ISSN: 1477-7282

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Publication date: 22 June 2001

Cristina B. Gibson, Jay Conger and Cecily Cooper

In this chapter, we propose a theory of perceptual distance and its implications for team leadership and team outcomes. Perceptual distance is defined as the variance in the…

Abstract

In this chapter, we propose a theory of perceptual distance and its implications for team leadership and team outcomes. Perceptual distance is defined as the variance in the perceptions of the same social stimulus, which in this case, is either a team leader's behavior or the team's behavior. The general research question that we will address is, “What are the consequences of perceptual distance for team process and outcomes?” Our basic argument is that the relationship between perceptual distance and team processes and outcomes is moderated by two key cultural characteristics: power distance and collectivism. For example, depending upon the dynamics of power distance, large differences in perceptions of a team leader's behavior can negatively impact team productivity. Similarly, depending upon the dynamics of collectivism, significant variations in perceptions of team cohesion can negatively influence conflict resolution.

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Advances in Global Leadership
Type: Book
ISBN: 978-0-76230-723-4

Available. Open Access. Open Access
Article
Publication date: 15 January 2012

Daniel M. Jenkins

This research explores the instructional strategies most frequently used by leadership educators who teach academic credit-bearing undergraduate leadership studies courses through…

163

Abstract

This research explores the instructional strategies most frequently used by leadership educators who teach academic credit-bearing undergraduate leadership studies courses through a national survey and identifies signature pedagogies within the leadership discipline. Findings from this study suggest that class discussion—whether in the form of true class discussion or a hybrid of interactive lecture and discussion—is the signature pedagogy for undergraduate leadership education. While group and individual projects and presentations, self-assessments and instruments, and reflective journaling were also used frequently, overall, discussion-based pedagogies were used most frequently. These findings offer attributes that a variety of leadership educators have shared as effective for teaching and learning within the discipline and may facilitate the development of new leadership programming policies, provide direction for future research, and contribute to the existing body of literature.

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Journal of Leadership Education, vol. 11 no. 1
Type: Research Article
ISSN: 1552-9045

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Article
Publication date: 1 June 2004

As the reality dawns on more and more organizations that their cutting‐edge competitiveness is inextricably linked to the talents, knowledge, energy and enterprise of the people…

1448

Abstract

As the reality dawns on more and more organizations that their cutting‐edge competitiveness is inextricably linked to the talents, knowledge, energy and enterprise of the people they employ, how many of them are doing enough to make sure they do not run short of that vital raw material? Too few seems to be the simple and honest answer. Strange, is it not, that both huge companies and small ones are pretty adept at making sure they have enough “stuff” to do what they do. So why is it that so many companies put so much effort into making sure they have a never‐ending supply of every essential item they need, bar these – key leaders and managers?

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Human Resource Management International Digest, vol. 12 no. 4
Type: Research Article
ISSN: 0967-0734

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Available. Open Access. Open Access
Article
Publication date: 15 June 2008

Scott J. Allen

This research examines the use simulation, StarPower, as an instrument to teach students about ethics in management and leadership. The paper begins with an overview of sources of…

47

Abstract

This research examines the use simulation, StarPower, as an instrument to teach students about ethics in management and leadership. The paper begins with an overview of sources of learning in leadership and management development and later focuses specifically on the use of simulations. This is followed by a brief explanation of the StarPower simulation and the results of an exploratory study conducted. It was determined that 100% of participants found the activity educational and would recommend using it again in the future. In addition, 96% of the participants responded that StarPower is an effective activity for teaching students about ethical behavior.

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Journal of Leadership Education, vol. 7 no. 1
Type: Research Article
ISSN: 1552-9045

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Book part
Publication date: 22 June 2001

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-76230-723-4

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