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Puts forward an “ideal Islamic administration model” (based on Islamic principles “synthesized with modern thought”), explains the role of the Islamist as change agent and outlines the sources, process, outcome, implementation methods and end results of administrative development in Muslim countries. Discusses implementation methods in more detail, contrasting the informal/personal method with the formal/institutional method suitable for Islamic states. Considers the effects on society of introducing the Islamic model and the likely sources of resisteance to it.

Allied Dunbar is utilising its teams to align the varied organisational functions and enhance its overall business performance. In this article the author introduces the concept of business sector management.

Successful leaders of the future will be very different from those who have succeeded in the past. In his keynote address to The Planning Forum's International Conference, Dr. Warren Bennis, a leading authority on leadership, focused on America's rapidly changing business and social environment and the ways in which leaders must change if their organizations are to survive and succeed in these turbulent times.

Profiles Warren Bennis — synonymous with the study of contemporary leadership ‐who has been, amongst other things, adviser to four US Presidents — Kennedy, Johnson, Carter and Reagan. Describes leadership as having four competencies common to it, and these are: the management of attention; the management of meaning (communication) the management of trust; and the management of self. Points out that there are basic ingredients which people are not born with, but which can be developed and these will be:; guiding vision; passion; integrity; trust; curiosity and daring. Acknowledges that practice beats preaching and leaders need to take this on board.

Warren Bennis, distinguished professor of business administration and founding chairman of the Leadership Institute at the University of Southern California, is one of the world’s foremost authorities on business culture and leadership. He has acted as adviser to four US presidents and is the author of over 2,000 articles and author or editor of 25 books, including the best selling Leaders and On Becoming a Leader, both translated into 21 languages. His most recent books, Organizing Genius: The Secrets of Creative Collaboration (1997) and Co‐leaders (1999), focus on his major interests of leadership, change, great groups and powerful partnerships.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000005320. When citing the article, please cite: Warren Bennis, Sarah Powell, (2000), “Great groups and leaders”, Career Development International, Vol. 5 Iss: 2, pp. 112 - 115.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09534818910134040. When citing the article, please cite: Warren G. Bennis, (1989), “Managing the Dream: Leadership in the 21st Century”, Journal of Organizational Change Management, Vol. 2 Iss: 1, pp. 6 - 10.

Although management is often viewed as distinct from, and sometimes inferior to, leadership, the two share a number of core competencies. Communication is central to the main four management competencies outlined by Warren Bennis: the management of attention, meaning, trust and self. To be truly effective, both leaders and managers must develop their self‐awareness, become role models for communication in the organisation, and learn to encourage and manage constructive dissent. An important part of the communication professional’s role is to support the organisation’s leaders and managers in developing their communication competence.

The purpose of this paper is to explore the relevant sayings and stories of the ancient Chinese sages in relation to the style of Chinese human resource management (HRM).

Related texts generated from the quotations and stories from four Chinese sages, Guanzi, Hanfeizi, Xunzi and Yanzi, were translated and analyzed and their thinking regarding ruling the state and managing the people was discussed in line with the thoughts from the mainstream and modern Western management gurus such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo and Jeffrey Pfeffer.

It was found that there were striking similarities in thoughts and call for actions to address key issues in HRM by both old and contemporary, east and west thinkers across 2,500 years. The main concerns are to select the right leaders and managers and recruit the right people; create attractive organisational culture and environments that promote a participative management approach to encourage, empower and engage employees to achieve desirable outcomes; uphold the people‐centred management principles; and focus on designing reward schemes that emphasise service and contribution instead of position and profits.

There is much to be learned from the past to address the present people management issues among modern organisations both inside China and perhaps from other parts of the world. It was as difficult to take seriously the principles‐based ruling and management approaches in ancient times as it is today. However, if these principles had been put into practice, the world would have had fewer of the corporate corruption scandals and less of the mischievous behaviour in the state that are manifested in today's society, but more productive population, effective organisations, ethical governments and harmonious environment; hence less global human suffering.

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