Leadership & Organization Development Journal: Volume 32 Issue 1


Table of contents

Values and person‐organization fit: Does moral intensity strengthen outcomes?

Martha C. Andrews, Thomas Baker, Tammy G. Hunt

This study seeks to explore the relationship between corporate ethical values and person‐organization fit (P‐O fit) and the effects on organization commitment and job…


“Trans‐+‐form”: Leader‐ and followership as an embodied, emotional and aesthetic practice for creative transformation in organisations

Wendelin M. Kuepers

The purpose of this paper is to develop a more comprehensive understanding of the multidimensional, ambivalent and responsive process of transformation, particularly as…


Communities of practice: dynamics and success factors

Kala S. Retna, Pak Tee Ng

The purpose of this paper is to explore the dynamics and key success factors in the development of communities of practice (CoP).


Servant leadership versus transformational leadership in voluntary service organizations

Sherry K. Schneider, Winnette M. George

The major purpose of this research is to test the application of two leadership models to a voluntary service club. Servant leadership was predicted to better explain the…


Organisational politics: reconciling leadership's rational‐emotional paradox

G. Sheard, A.P. Kakabadse, N.K. Kakabadse

Effective leadership action requires managers to harness power that is intrinsically political. This paper aims to study and characterise the political nature of a…

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Emerald Publishing Limited

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  • Professor Marie McHugh
  • Prof Paul Humphreys