Table of contents - Special Issue: Leadership debate
Guest Editors: Erwin Rausch
Organizational charisma and vision across three countries
Alvin Hwang, Naresh Khatri, E.S. SrinivasThis paper aims to examine the extent leadership charisma and vision could be discriminated by followers and how they influenced follower commitment and reported performance…
Optimising the effects of leadership development programmes: A framework for analysing the learning and transfer of leadership skills
Veronica Burke, David CollinsThis paper aims to discuss a framework for analysing the learning and transfer of conflict handling skills via leadership development programmes. The framework links the role of…
A practical focus on leadership in management − for research, education and management development
Erwin RauschTo provide an explanation of an approach to education and development for leadership in organizations, as distinct from education about leadership.
The serendipity of leadership effectiveness in management and business practices
Göran Svensson, Greg WoodThe objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term “serendipity” is defined as the mix of…
Leading and managing: it takes two to tango
Thomas W. KentTo create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the…
Does education have a role in developing leadership skills?
Dean Elmuti, William Minnis, Michael AbebeThe purpose of this article is to provide a pragmatic example of multi‐stage leadership education model. Leadership education that is multidisciplinary, global, and ethics…
Leadership in project management: from firefighter to firelighter
Elizabeth Barber, James WarnTo demonstrate two distinct leadership requirements for project managers and establish a theoretical basis for distinguishing between these two types of leadership.
Organizational justice and decision making: When good intentions are not enough
Richard Eberlin, B. Charles TatumThe purpose of this paper is to examine organizational justice, decision making, and the unintended consequences of cognitive biases and errors. Managers, and other leaders, are…
Leaving leadership: solving leadership problems through empowerment
Charles M. Carson, James E. KingHas the objective of examining why the focus given to leadership should be severely curtailed in research and teaching, and replaced by concepts that are better defined…
Learning orientation and leadership quality: Their impact on salespersons' performance
Nicholas G. PaparoidamisAlthough sales managers influence to a great extent their salespeople's outcomes, research examining the impact of leadership effectiveness and learning orientation in the sales…
Thought leadership: a radical departure from traditional, positional leadership
Mitch McCrimmonThe purpose of this paper is to explain thought leadership and show how it compares with its positional counterpart.
Leadership development: teaching versus learning
Robert J. AllioThe purpose of this article is to elucidate the limitations of contemporary approaches to developing leaders and to present alternative approaches.
There is no such thing as leadership, revisited
John B. WashbushThis essay reflects a profound sense of frustration with the concept of leadership and the enormous and every increasing body of research and pontification about it. Given the…
Leaders and the decision‐making process
Patricia D. SchwarberThe author has the objective of demonstrating how decision‐making conversations that are not guided by a process can lead to misunderstandings, wasted time, and a lack of results…
ISSN:
0025-1747Online date, start – end:
1967Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
Journal of Management History (Archive)Editor:
- Brandon Randolph-Seng (Editor-in-Chief)