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Organisation development encompasses a host of strategies ideally reflecting a systematic approach aimed at more closely linking the human resources and potential of an organisation to its technology, structure and management processes. The needs of managers at various levels in the hierarchy differ and one method for all management is not effective. Needs of managers are identified here by level, and appropriate OD strategies based on these findings suggested.

In considering critical areas of human resource development, and upon reviewing the literature on women in management, it became obvious that there was a need for a Management Development program that is targeted specifically to women at senior levels of management. The record of course providers in attracting women to participate in existing mixed Executive Development Programs has not been very good, poorer indeed than the proportion of senior women in organizations, which by itself is not at an acceptable level. The research suggests that women generally are less likely to actively seek positions of high profile leadership due to historical social stereotypes of women and the lack of obvious women executive models (Arkkelin, & Simons, 1985; Baril, Elbert, Maher‐Potter, & Reavy, 1989). They are unable and unwilling to absent themselves from families and careers to the same extent as males in our society. Indeed, in the case of women with children, there are very strong norms against women leaving family and children to persue their own professional development (Riger, & Galligan, 1980). Quite the opposite norm exists for males with children who are obviously rewarded in our society for pursuing training and development opportunities which can enhance their career development (Powell, 1988). Thus, the residential and extended time components of current Executive Development Programs are often inconvenient and unsuitable for the majority of women who aspire to or have achieved senior level positions.

Female leader is a major topic in the male of today that’s hardly getting attention. World today needs women in more positions of leadership. Today’s organizations need effective and agile leaders who understand the complexities of the rapidly changing global environment. This situation requires urgent attention as the world needs female as well as male characteristics to address global issues. Women represent half of the modern world’s abilities and population. They are important for economic and social prosperity for the world. Women carry a viewpoint that respects not only competitiveness but also organizational and team cooperation. Their female ideals are a functioning structure of new, cooperative and open economy. Eventually, the leadership of women will not only boost business, family and culture, but also the environment that will become more prosperous and peaceful as a result. In today’s modern world many researches are conducted on global, social and cultural forces, such as globalization, e-commerce, changing markets, the spread of technology and the need for teamwork, alliances and partnerships, show a high need for women leaders. But what is the role and leadership style of female leaders here? In this context, the purpose of this study is to discuss the leadership styles and what kind of leadership style female managers exhibit in line with the literature. The research showed that female managers have more agile leadership qualities and the authors suggested that female leaders should be brought forward for the opportunity to lead others toward a better future.

In recent years the use of networks and, in particular, personal contact networks (PCNs) has emerged as a focus for research in the area of small firm entrepreneurship. A tacit theme emerging from this area has been the need for entrepreneurs to develop a competency in using their PCNs as a means of resolving marketing problems faced in developing their enterprises. The competency literature itself focuses primarily on the subject of management development, with scant attention given to the identification of specific competences for small firm entrepreneurs and, in particular, the challenges they face in marketing decision‐making. Previous research by the authors addressed this shortcoming and pointed to the value of using PCNs for resolving marketing problems in the entrepreneurial small firm. A spectrum of entrepreneurial competences critical for marketing‐led enterprise development was developed. A conceptual model is proposed of how small firm entrepreneurs might use their existing competency strengths to develop a further competency in the proactive use of PCNs, a strength which is critical for the planned success of the entrepreneurial enterprise.

Interest in management development is mushrooming. The number of articles which address different aspects of it are likewise increasing apace. This has heightened the need for a broad‐based review which will pull the material together, give shape to it, evaluate it and draw out its implications. In this, the first of a two‐part article, this task is commenced.

The problems facing hospitals are outlined as they attempt to survive in a turbulent environment. One solution to coping with organisational crisis is downsizing. However, there are often negative effects on human resources when an organisation conducts a reduction in force. In this article, a model of the stages of individual and organisational crisis is described; considerations for planning the downsizing process are identified; and suggestions for management development are presented.

While some women have emerged as leaders within contemporary organizations, they occupy one‐third of managerial and professorial positions in Canada while composing approximately one‐half of the workforce. At top managerial levels, they occupy less than 5 per cent of senior positions. Earlier research identified “female deficiencies” as a reason why few women have made it to the top. Other findings have indicated that following a masculine model has both advantages and disadvantages for aspiring women managers. Developmental differences between both sexes has helped to explain some of the problems for leaders and followers. Interactive leadership styles utilized by women have been beneficial in moving both genders towards a solution insofar as this style involves four factors: encouraging participation; sharing power and information; enhancing self‐worth of others and finally, energizing others. The use of an androgynous leadership model has not yielded significant findings but there are common characteristics of successful leaders combining both the masculine and feminine models. Organizations and their top leaders need to expand their definition of effective leadership so that an interactive style can be valued, allowing these organizations to be flexible in surviving within an increasingly competitive and diverse environment.

Changes in the traditional values, institutional context, and choice of change programs are currently shaping the postmodern science and practice of organization development (OD). These changes manifest themselves in powerful new value orientations, intervention frameworks, and practices that challenge OD's long-held beliefs in ethical and justice-based treatment. In this effort, traditional and new paradigm ethical dilemmas are explored, as well as their relationship to four postmodern practices and five emergent intervention techniques. Components of distributive, procedural, and interactional justice are explained relative to change management programs generally, and to emergent techniques specifically. Published case illustrations are used to depict new paradigm ethical dilemmas and opportunities to create a “just change.”

The purpose of this paper is to explore coping strategies devised by executive women in family relationships to advance their career and to maintain career/family balance.

A qualitative methodology using a sample of 25 executive women explores career advancement and career/family balance strategies within work and family contexts.

Analysis produces multiple career advancement and career/family balance strategies, including professional support, personal support, value system, and life course strategies such as the “ordering” of career and family, negotiating spousal support, and whether to have children.

Adaptive strategies facilitate engagement in career and family, even in challenging gender environments, encouraging continued research on executive women's advancement and career/family balance. The idiosyncratic nature of career/family balance calls for greater emphasis on the context and timing of career and family experiences.

The paper offers guidance to women seeking to combine executive career and family and to organizations committed to the advancement and retention of women.

The paper jointly explores career advancement and career/family balance strategies pursued by executive women in family relationships. It contributes to a growing body of research on the coping mechanisms and adaptive strategies underlying balance between career and family.