Leadership & Organization Development Journal: Volume 19 Issue 7

Barriers, boundaries and leaks in an organization development intervention

Mick Beeby, Peter Simpson

Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK‐based international manufacturing…

Beyond technical competence: fear ‐ banish the beast

James T. Scarnati

Discusses the elimination of fear in the workplace as an essential task on the road to quality. The thematic focus is that fear robs an organization of its ability to adapt and…

Predictors of decision‐making styles in a non‐western country

Darwish A. Yousef

This study focuses primarily on exploring the role of organizational culture and level of technology used in the organization as predictors of decision‐making styles in a…

Utilizing organizational culture gap analysis to determine human resource development needs

F. William Brown, Nancy G. Dodd

The effectiveness of the Competing Values Framework (CVF) as a means to determine human resource development needs was examined. Members of the board of directors and all…

When formal ethics policies differ from informal expectations: a test of managers’ attitudes

Randi L. Sims

This study explores the relationship between conflicting ethical expectations and managerial attitudes. Using a sample of 107 managerial level employees, the findings indicate…

Open book management: a new approach to leadership

Bruce Lloyd, John Case

Dr Bruce Lloyd, Principal Lecturer in Strategy at South Bank University in discussion with John Case, Editor at large of the well respected US based entrepreneurial journal, Inc. …

The Business of Leadership: : Adding Lasting Value to Your Organization

Sandi Mann

Do Organizations Have Feelings?

Martin Albrow