Leadership & Organization Development Journal: Volume 24 Issue 7

Focusing leadership through force field analysis: new variations on a venerable planning tool

Randolph E. Schwering

This forwards a new version of a tool long used in planned change and organizational development efforts – force field analysis. Existing applications of this technique are…

The business lunch: toward a research agenda

Carlos Cabral‐Cardoso, Miguel Pina E. Cunha

The business lunch may take different forms, according to cultural and culinary traditions, but it remains a popular way of going about doing business. Despite today’s heavy…

Leadership motivation and the drivers of share price: the business case for measuring organisational climate

Chris Watkin, Ben Hubbard

This article is a summary of consulting field research carried out by Hay Group to answer why leadership motivation matters to the drivers of share price. The summary also aims to…

Through a gendered lens? Male and female executives’ representations of one another

Su Olsson, Robyn Walker

Executive leadership is constituted as a predominantly male domain, placing women in an antithetical position to executive power. In theorising this situation, a social…

Central conceptual issues in transformational leadership research

Badrinarayan S. Pawar

Transformational leadership is one of the most recent conceptualizations of leadership concepts. It has been specified as an important mechanism of introducing organizational…

Leader self‐awareness and its relationship to subordinate attitudes and performance

Dan Moshavi, F. William Brown, Nancy G. Dodd

This study explored the relationships between a leader’s self‐awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous…

Mentoring Entrepreneurs

Keith Mattacks

John Clare’s Guide to Media Handling

Sandi Mann

Training in the Workplace: Critical Perspectives on Learning at Work

Lynda Holyoak

Management Knowledge: A Critical View

Siu‐Loon Hoe