Leadership & Organization Development Journal: Volume 28 Issue 7

Coaching with emotion in organisations: investigation of personal theories

Tatiana Bachkirova, Elaine Cox

The aim of this study is to investigate personal theories of emotion that coaches have and how these theories are translated into strategies of working with clients' emotions.

Is personality associated with perceptions of LMX? An empirical study

Jeremy B. Bernerth, Achilles A. Armenakis, Hubert S. Feild, William F. Giles, H. Jack Walker

The paper seeks to investigate whether or not leader‐member exchange (LMX) is influenced by the personality of subordinates and/or supervisors.

Developing organizational practices of ecological sustainability: A learning perspective

Tara Fenwick

This article aims to discuss issues and strategies of developing practices of ecological sustainability in organizations. Three questions guide the discussion: how are practices…

Capturing leadership tacit knowledge in conversations with leaders

Annick Janson, Robert J. McQueen

The paper seeks to capture leadership tacit knowledge mechanisms built throughout leaders' careers. Learning to be a leader involves developing the tacit knowledge to give…

The building blocks of leader development: A psychological conceptual framework

Micha Popper, Ofra Mayseless

The paper aims to present a conceptual model that delineates the psychological substructures (“building blocks”) and their impact on the major learning processes required for…

The Corporate Culture Handbook: How to Plan, Implement and Measure a Successful Culture Change Programme

Judy Bullock

The Three Ways of Getting Things Done: Hierarchy, Heterarchy and Responsible Autonomy in Organisations

Anne Murphy