Career Development International: Volume 5 Issue 3


Table of contents

The ultimate consultant: building long‐term, exceptional value client relationships

Stephen A. Stumpf, Robert A. Longman

With the leading management consultancies all seeking to have “partner” relationships with leading institutions and global organizations, what will distinguish great relationships…


Rising stars: the career development of research centre directors

Seymour Roworth‐Stokes, Lew Perren

This paper explores the careers of four Research Centre Directors located in university art and design departments in the UK. It examines on a case by case basis the relationship…

Personality preferences and career expectations of Finnish business students

Maria Järlström

The purpose of this study was to examine the relationship between the personality and career expectations of business students. The sample consisted of 533 business students…


The development of a competence centre as a self‐management instrument

Daniël Vloeberghs, T. Robert de Rijke, Albertine J. Strokappe

Focuses on competence assessment, and its development in the context of self‐management. Detailed case histories are included. Concludes that competence assessment will be an…


Beyond technical competence: developing mental toughness

James T. Scarnati

Discusses an aspect of leadership that is beyond technical competence and practiced by highly successful people. Mental toughness is defined as “between the ears” toughness…


Emotional intelligence – a new evaluation for management development?

Andrew Langley

Aims to explore whether emotional intelligence (EI) is a useful yardstick in measuring and understanding the “promotion readiness” of middle managers in a global organisation. If…

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  • Dr Jennifer A. Harrison