Leadership & Organization Development Journal: Volume 36 Issue 3

Does learning orientation matter for nonprofit organization performance? Empirical evidence from Ghana

Yusif Baba

Many changes taking place in the nonprofit sector have created an environment in which organizational learning could be regarded as representing a high-profile notion with…

Leader roles, organization-based self-esteem, and employee outcomes

Steven M. Norman, Donald G. Gardner, Jon L. Pierce

The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization…

Antecedents of shared leadership: empowering leadership and interdependence

Maj Schoeler Fausing, Thomas Skriver Joensson, Joshua Lewandowski, Michelle Bligh

Shared leadership describes leadership as a collective and reciprocal activity distributed among the members of a team (Carson et al., 2007). The purpose of this paper is to…

How toxic leaders are perceived: gender and information-processing

Sarah Mei Yi Chua, Duncan William Murray

The purpose of this paper is to study gender-based differences in information-processing impact on message perception, leading to women viewing the behavior of potentially toxic…

The role of values and leadership style in developing OCB among Arab teachers in Israel

Ebrahem Abd El Majid, Aaron Cohen

The purpose of this paper is to examine the relationship between individual values, social exchange variables (organizational leadership and transformational leadership), and…

Exploring power assumptions in the leadership and management debate

Gareth Edwards, Doris Schedlitzki, Sharon Turnbull, Roger Gill

– The purpose of this paper is to take a fresh look at the leadership and management debate through exploring underlying power assumptions in the literature.