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  • 1
    Electronic Resource
    Electronic Resource
    Best practice in the Australian Public Service (APS): an examination of discretionary leadership (1997)
    Bradford : Emerald
    Journal of managerial psychology 12 (1997), S. 433-491 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Following an overview of the leadership arena, examines completely the lesser explored concept of discretionary leadership with the view that the phenomenon of downsized, delayered organizations will demand even greater discretionary choices and behaviour from the executives and thereby testing the togetherness concept of co-operation, sharing and working together. A benchmarking survey of the Australian Public Service (benchmarked against a private sector and health management sector database) emphasizes the point of creeping fragmentation in organizations and highlights that the capabilities of cohesion, quality dialogue and cabinet responsibility will be demanded even more from the leadership of today's organization. Gives attention to understanding, practising and developing today's private and public sector leaders in the capabilities of discretionary leadership.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683949710181209
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  • 2
    Electronic Resource
    Electronic Resource
    Dysfunctionality in "citizenship" behaviour in decentralized organizations: A research note (1999)
    Bradford : Emerald
    Journal of managerial psychology 14 (1999), S. 526-544 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Emerging in the literature on organizational design is the question of the efficacy of self-managed work groups. From task-forces and matrix prescriptions of the 1970s, imperatives towards de-centralization, networked capabilities and self-managed teams seem to be part of the IT-driven prescriptions emanating from contemporary re-structuring and social re-engineering of workplaces. This article explores some interesting dysfunctionality dynamics of corporate "citizenship" behaviour in de-centralized contexts and suggests the necessity to study, in some further depth, the unquestioned virtues of self-regulated and de-centralized teams. As the article implies, cultural engineering, leadership dynamics and complex motivation/citizenship behaviour within such organized settings also require critical re-examination.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683949910292132
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  • 3
    Electronic Resource
    Electronic Resource
    Spirituality and leadership praxis (2002)
    Bradford : Emerald
    Journal of managerial psychology 17 (2002), S. 165-182 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Spirituality is a long-neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there are wider spiritualities that the organizational actor can draw upon and a burgeoning literature on personal meaning and transformative leadership. This paper reviews leadership praxis from the frames of wider spiritualities, links spirituality search with contemporary managerialist practices and surveys the breadth of, and commonalities within, varied philosophic positions with regard to the spiritual search.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940210423079
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  • 4
    Electronic Resource
    Electronic Resource
    Inequality of discourse: problematic consumption of justice in the common law legal system (2001)
    Bradford : Emerald
    Women in management review 16 (2001), S. 126-141 
    Details
    ISSN: 0964-9425
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Sociology , Economics
    Notes: Examines access to justice, within the Australian context of an adversarial system, from a consumer's perspective. It is argued that the current system of justice represents the most conservative element of Australian society and that the courtroom discourse structure and the legal professional code of practice do little to ensure access to justice or quality of service. Inequality in communication and in the distribution of wealth, affecting all spheres of social life, especially the legal system, pose major barriers to access to justice. Stemming from these two principal barriers to equality in access to justice, a multitude of other barriers are perceived to exist. These perceived barriers are magnified by various platforms of social and political analysis as well as historical, contextual factors and administrative action. Attention is drawn to the emerging need for a continuous alignment of administrative and justice systems with democratic justice principles and global social changes.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09649420110390282
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  • 5
    Electronic Resource
    Electronic Resource
    Maintaining the rage: from "glass and concrete ceilings" and metaphorical sex changes to psychological audits and renegotiating organizational scripts - Part 2 (1997)
    Bradford : Emerald
    Women in management review 12 (1997), S. 207-221 
    Details
    ISSN: 0964-9425
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Sociology , Economics
    Notes: From a cultural perspective, examines the "glass ceiling", a putative invisible barrier but one that women experience as a very real impediment when vying for mobility. In the case of ethnic, coloured and aboriginal women, the barrier is more often than not more visible with "concrete-like" qualities of opaqueness. Argues that traditional images, meanings, expectations, values, assumptions and beliefs embedded in organizations with predominantly male management cultures and psycho-structures need to be audited and, subsequently, changed. Emphasizes the urgency for cultural change in organizational structures to prevent the further emasculation and marginalization of women and other disfranchised actors in favour of a cultural diversity that accommodates gender, ethnicity and other social differences in action imperative for innovation and globalization. Identifies strategies for obliterating glass and concrete ceilings and achieving gender- and ethnic-based equity in career opportunities.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09649429710182422
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  • 6
    Electronic Resource
    Electronic Resource
    Maintaining the rage: from "glass and concrete ceilings" and metaphorical sex changes to psychological audits and renegotiating organizational scripts - part 1 (1997)
    Bradford : Emerald
    Women in management review 12 (1997), S. 182-195 
    Details
    ISSN: 0964-9425
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Sociology , Economics
    Notes: Examines the "glass ceiling", a putative invisible barrier but one that women experience as a very real impediment when vying for mobility, from a cultural perspective. In the case of "ethnic", "coloured" and aboriginal women, the barrier is more often than not more visible with "concrete-like" qualities of opaqueness. Argues that traditional images, meanings, expectations, values, assumptions and beliefs embedded in organizations with predominantly male management cultures and psycho-structures need to be audited and, subsequently, changed. Emphasizes the urgency for cultural change in organizational structures to prevent the further emasculation and marginalization of women and other disfranchised actors in favour of a cultural diversity that accommodates gender, ethnicity and other social differences in action imperative for innovation and globalization. Identifies strategies for obliterating glass and concrete ceilings and achieving gender- and ethnic-based equity in career opportunities.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09649429710182350
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  • 7
    Electronic Resource
    Electronic Resource
    Globalization and information technology: vanishing social contracts, the "pink collar" workforce and public policy challenges (1999)
    Bradford : Emerald
    Women in management review 14 (1999), S. 230-252 
    Details
    ISSN: 0964-9425
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Sociology , Economics
    Notes: This paper critically examines the influence of information technology (IT) on women's career structures. Globalization is forcing an increasing inter-dependence of radically re-engineered labour forces and the further "internal" exploitation of the internationalization of the dual labour market many women have endured. The global trend is towards further fragmenting a shrinking, gender-based set of career opportunities and creating an increasingly marginalized, part-time, "pink collar" labour force, associated with the putative revolution of the tertiary sector transforming out of industrial, manufacturing economies. The implications of the emergence of a "pink collar" labour force largely go unexamined. The much heralded argument that IT will transform "coercive" organizational structures and work practices needs, yet again, to be critically examined in the context of the further destruction of professional opportunities for women in radically re-engineered public sectors, aggressively "micro-economized" labour forces and rapidly dissipating organizational and social contracts.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09649429910287253
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  • 8
    Electronic Resource
    Electronic Resource
    Ethics, values and behaviours: comparison of three case studies examining the paucity of leadership in government (2003)
    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    Public administration 81 (2003), S. 0 
    Details
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Three societies with similar initiatives for public service re-configuration and reform – the UK, Canada and Australia – are examined to highlight the many-faceted issues of public service ethics and the different approaches these governments have taken to re-building public trust and enhancing public service ethics in times of rapid change. These efforts for re-building an ethical public service are scrutinized according to four criteria for effectively leading change. Changes of public service values are also analysed as well as their implications for public servants.Effectively, applied leadership is identified as the pillar of ethical practice – emphasizing the need for quality leadership development through on-the-job experience. Although legislation and codification are seen as necessary for building an ethical infrastructure that can help employees out of encountered dilemmas, the way forward is seen as nurturing an environment of trust and vigilance in which ethics are promoted through exemplary behaviour of leaders and employees alike.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-9299.00357
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  • 9
    Electronic Resource
    Electronic Resource
    Demographics and leadership philosophy: exploring gender differences (1998)
    Bradford : Emerald
    The @journal of management development 17 (1998), S. 351-388 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Leadership philosophy is explored through gender and other demographic characteristics in the Australian Public Service (APS), at the federal government level. Leadership philosophy is conceptualised as the leader's attitudes, values and behaviour. Gender differences in characteristics of leaders (executives and middle managers) are examined in terms of strategic behaviour, management style, work-related values, adoption of information technology, perceived organisational morale, family/work conflict and personal, work and family satisfaction. The gender differences are investigated using questionnaire responses from a sample of 750 respondents, of which 569 were male and 145 female. The APS findings are compared with a Cranfield study conducted in the UK's National Health Service (NHS), where gender differences are explored in terms of management and strategic orientation. A sample of 515 chief executives, medical, clinical, HR and financial directors, chairpersons and other non-executive directors, consists of 406 male and 108 female respondents. The APS study reveals that there are no significant gender differences in the majority of measured characteristics. Similarly in the NHS Trusts study, no significant gender differences are found in terms of management and strategic orientation. The conclusion reached is that other demographic characteristics are influential in forming leadership philosophies, namely job and organisational tenure and experience of senior management responsibilities, thus highlighting the importance of organisational demographics and their impact on leadership attitudes and practice.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621719810220225
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  • 10
    Electronic Resource
    Electronic Resource
    Designing for cultural diversity in an IT and globalizing milieu: Some real leadership dilemmas for the new millennium (1999)
    Bradford : Emerald
    The @journal of management development 18 (1999), S. 291-319 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper explores the effects of information technology (IT) on the eve of the third millennium, and its ramifications for labour organization, business and culture. IT is conceptualized as a catalyst for a period of seminal change within the global economy. The lack of IT awareness, social diversity and the need to tap the creative synergy of socio-cultural differences, through the better understanding of IT effects on culture are highlighted. A need for self-reflection and a critical examination of adopted management models, especially those within embedded ethnocentric contexts of shared beliefs, values and cognitive structures, are also explored. It is argued that organizations need to learn to manage cultural diversity. The need for development of organizational ideologies that build on cognitive structures, culturally sensitized to diversity, is central to a generic strategy for managing increasingly culturally diversified organizations comprising the globalized economy in the third millennium.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621719910261193
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