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  • 1
    Electronic Resource
    Electronic Resource
    The Conductor and the Orchestra: Interactive Aspects of the Leadership Process (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 22-28 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The ability to successfully direct and inspire 90 to 100 talentedmusicians to perform as one unit is often attributed to the conductor'scharismatic powers. The influence of the player as part of aninteractive process is generally neglected. Examines these assumptionsboth by reference to the literature and from interviews with bothconductors and musicians. Discusses leadership theories appropriate tothe orchestral setting including a distinction between socialized andpersonalized charismatic leadership. The leadership-followership processin the orchestra is seen as having three distinct phases; the testingphase, the working stage and the inspirational stage. Suggestsimplications for leadership in more generalized management settings.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410050123
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  • 2
    Electronic Resource
    Electronic Resource
    Consultancies: Agents of Organizational Development. Part II (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 13-21 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents the results of a first research survey of consulting firmswithin the United Kingdom. Examines the usefulness of knowledge typologyas a way of categorizing firms and the differences, if any, between thefirms. Explores the firms' sources of knowledge, knowledge networks,transfer of knowledge or expertise, and consultant knowledge and skills.Discusses the implications of the survey and presents an agenda foraction which comprises of future research into the usefulness of thetypologies. Concludes by saying that a more precise instrument is neededto classify parts of organizations as well as the whole and there is aneed to examine the particular problems of managing a consultancy firm.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000003906
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  • 3
    Electronic Resource
    Electronic Resource
    Organizational Analysis:: A Health Service Commentary (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 29-32 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Briefly examines the organizational context of the clinical director inthe NHS. Utilizes theoretical contributions from cultural, symbolic,political and postmodernist perspectives and applies these to theexperience of clinical directors. Discusses the importance ofunderstanding individual subjective views of meaning as represented inpurposive/cognitive maps. Concludes that the clinical director should beable to diagnose the subjective views of organizational participants asa basis for understanding individual/group behaviour.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410050088
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  • 4
    Electronic Resource
    Electronic Resource
    Do You Have the Personality to Be a Leader?: The Importance of Personality Dimensions for Successful Managers and Leaders (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 3-12 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Explores the practical implications and the psychological meaning of thelinks between specific job competences and personality variables usingbiographical material from the lives of famous people such as AnitaRoddick, Sir John Harvey-Jones, Lord Shaftesbury and Mikhail Gorbachev.Uses results from an earlier study, involving a meta-analysis ofpersonality data to provide an empirical base. Focuses on four areas:"creative/innovative", "analysis and judgement", "resilience" and"persuasiveness".
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410050097
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  • 5
    Electronic Resource
    Electronic Resource
    Leadership and Stress (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 3-7 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Explores the research carried out on the link between stress andleadership. Explores five major themes: (1) stress and leader emergence,(2) sources of stress in the leadership role, (3) leader stress andleader effectiveness, (4) follower stress and leadership, (5) leadershipand stress in followers. In essence, focuses on whether stress has amajor impact on effectiveness of leaders, because, if stress impairsleader performance, then we could be forgoing much of the effects which"good leadership" can bring.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410055290
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  • 6
    Electronic Resource
    Electronic Resource
    Maverick!: An Alternative Approach to Leadership, Company Organization and Management (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 8-12 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Ricardo Semler discusses with Bruce Lloyd the way he has turnedconventional business rules upside down. His ideas, and the operatingperformance of his family-owned company which makes pumps, valves andother industrial equipment, are described in detail in his best-sellingbook, Maverick!
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410055308
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  • 7
    Electronic Resource
    Electronic Resource
    Managing a Diverse Workforce: Training as a Cultural Intervention Strategy (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 13-17 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Diversity-based intervention strategies require congruence with theculture of the client system. Achieving congruence demands thequestioning of topic definition, method of implementation, programmecontent and the stated bottom-line intent of the programme.Practitioners are advised to introduce the subject of managingdifferences in the workforce in a manner that initiates change in theclient system without bringing about rejection. The preparation of thesystem for such an intervention and the strategic design ofdiversity-based programmes can lead to a corporate environment thatfosters benefits to both people and profit. Discusses the content oftraining for workshop facilitators and the role of process consultationskills when conducting managerial workshops on diversity. Practicalguidelines address the importance of organizational readiness,co-facilitation, client-ownership, confrontation and management ofsmall-group dynamics. Suggests that consulting psychologists enhanceorganizational understanding of diversity by incorporating research onperson perception, small-group dynamics, managerial styles (and otherindividual differences), and work design - human differences interactionwith issues of stereotyping in applied organizational settings.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410055326
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  • 8
    Electronic Resource
    Electronic Resource
    Managing Organizational Change through Teams and Groups (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 18-23 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Points out that a significant element of an individual's life is throughgroups and that there are many different aspects of groups inorganizational life. Holds that the informal influence a group exerts onindividual members through socialization, enforcement of norms anddevelopment of culture is powerful in how individuals respond toorganizational change. Argues that teambuilding is critical to forminggroup responses to change issues, whether through the formal teams orthrough temporary task forces and committees.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410055335
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  • 9
    Electronic Resource
    Electronic Resource
    In Search of Structural Excellence (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 24-28 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Ideal organizational structures are subjectively based on specific setsof organizational and external factors. Begins with a review ofstructural alternatives and identifies the need for a contingency-basedapproach. Changes in corporate structure may be needed as a result ofinternal developments and environmental changes. A case study of theconsumer goods multinational, Procter & Gamble, is used to illustrate theevolutionary nature of organizational structure. Difficulties indetermining the ideal structure lead to a basis for a set ofrecommendations which can help leaders structure their own organizationfor success.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410055344
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  • 10
    Electronic Resource
    Electronic Resource
    Facilitating Empowerment in Organizations (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 3-11 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes the author's distinctive approach to facilitating empowermentin organizations and helping managers enhance their capacity to learnand respond to change more effectively. Expresses the author's views onhow the culture of organizations need to change (and the specificchanges in attitude and behaviour this requires) if people are to copewell with uncertainty, change, complexity and huge pressures. Describesthe methodology used with senior managers and directors in threedifferent organizations over the past five years; the common anddistinctive issues in those organizations; how the interventionstrategies evolved differently in them; the successes and difficultiesand the learning in these initiatives.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410059854
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