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Proposes that commonly used methods of selecting leaders and managers, such as résumés of experience and training, tests and interviews, do not offer accurate predictions of future leader performance. Suggests that many current selection practices are based on two flawed assumptions: that greater intelligence or experience results in better leadership performance; and that the work environment does not impact on how individuals use their abilities and skills. Argues, with reference to representative studies, that the leadership situation strongly influences the use of the leader’s cognitive resources. Concludes by discussing the implications of these findings for both leadership theory and selection and training practice.

In this paper, we examined managers’leadership behavior when working on a simulated team project regarding task-oriented versus relationship-oriented leadership behavior to effectively achieve successful project completion.Managers attending an advanced project management development program responded to the Fielder Leadership Behavior Style Self-Assessment, which is a useful framework to determine task-orientedversus relationship-oriented leadership behavioral styles.The degree oftask-oriented versus relationship- oriented leadership behavior styles was assessedto determine the approach taken by the managers forachievingsuccessfulprojectcompletion.APearson’schi-squaretestwasconductedtodeterminewhether the observed values were significantly different from an expected value of five.The findings can contribute to better understanding the leadership styles, which characterize project management accomplishment.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

In a presidential speech to the annual conference of the Academy of Management in Seattle, Professor Lyman Porter took as his theme the progress of work in Organizational Behaviour, and noted the long time‐gap between the discovery of ideas in Organizational Behaviour and their application in Organization Development. With some ideas, twenty years have elapsed between their original discovery and the ability to apply them to real‐life situations.

The motivation to manage is a key factor influencing the energy and effort people bring to the job. A review of a training approach outlines action that can be taken.

To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students' understanding management history.

A review of representative classic theorists with an eye toward matching their behavior to that of current newsmakers. This is presented in a model to insure that like areas are compared.

The past is in the present. Although we may live in the day of “enlightened” “collaborative” management; there are still successful people who operate differently.

Readers of the paper will be able to make immediate application of the model.

Even presentation of the obvious has value. The model format is a dynamic document that others can use and improve upon.

The purpose of this paper is to contribute experience of and ideas for transformational leadership, not only for the principal who wants to improve leadership himself or herself, but also for the school at critical periods of improvement, through summarizing the forming process and problems during the course, and key factors that affect the course.

Using the case study method, the paper draws some conclusions from the improvement of principal leadership skills, by choosing two typical cases that show transformational leadership of principals in primary schools, and rethinking the practice of school improvement profoundly.

There were three periods: embryonic stage, basically forming stage and mature stage. Discovering problems, understanding the relationship between the problems and finding solutions are the major considerations in the process. The transformational leadership skills of a principal can be seen in forming ideas, building a shared vision, power sharing, gaining credence and experiencing success.

This paper provides references for the principal to recognize the importance of transformational leadership during the school improvement so as to force the principal to improve their transformational leadership in practice.

At first, the paper puts forward that transformational leadership is the core of leadership; proves that the principal's transformational leadership is very important in school development through the fact of a home-school cooperation study and emphasizes that the principal's transformational leadership should play a key role during the critical period of school improvement. Principal transformational leadership work should be based on different school members’ actual situations and the fact of different school periods, and then find different solutions.

The purpose of this paper is to analyze the relationship between Thomas‐Kilmann's Conflict Management Modes (CMM) and Fiedler's Leadership Style (LS) measures, both in the data, and from the theoretical perspective. Based on the conceptual similarities, the authors first propose the existence of a relationship between Thomas‐Kilmann's CMM and Fiedler's LS measures, then establish the presence of the relationship, based on a dataset of Estonian managers.

The authors use a unique dataset of 343 leaders and specialists from different Estonian organizations, on both Thomas‐Kilmann's CMM and Fiedler's Least Preferred Co‐worker test. The data were analyzed by multivariate methods.

The results indicate that leaders who are task‐oriented, according to Fiedler's model, tend to use more competing as the dominant CMM, while relationship‐oriented leaders are more accommodating. The authors also analyze the effect of individual characteristics, finding that younger managers are more task‐oriented while older ones are typically relationship‐oriented and conflict avoiding; women are more collaborative and less conflict avoiding, and men tend to use the accommodating mode more than women. Surprisingly, women tend to be more competitive.

This is the first study to establish a relationship between Fiedler's Leadership Style and Thomas‐Kilmann's Conflict Mode Instrument. This relationship can potentially be used for assessing the reliability and validity of measurements. The particular shape of it may be used to analyze the links between conflicts, relationships and assertiveness. Additionally, the paper provides an empirical analysis of conflict management habits and leadership styles of Estonian managers.

The purpose of this study is to examine the role of personality traits (PTs) of individual investors on their investment intention (II). Further, to study the mediating role of overconfidence (OC) bias and financial literacy (FL) on the relationship between PTs and II.

The present study uses the quantitative approach for the data collection from the sample of 327 Indian investors investing in the stock market. The questionnaire was divided into segments to assess the investor’s PTs, OC, FL and II. The PT has been measured using the Big Five Personality Traits. Confirmatory factor analysis was used to test the reliability and validity of the constructs. The hypothesis was tested using structural equation modeling.

Findings of the study show that the PTs of an individual investor are associated with FL and II but insignificant with OC bias. Further, the FL and OC bias have a positive and significant influence on II. In addition, the mediation analysis showed that FL partly mediates the relationship between PTs and II.

The present study is helpful for financial companies, government, personal finance advisors and individual investors; they can keep in mind the behavior-related traits that can influence the investment decisions and design the portfolio accordingly. The policy-makers can implement programs on FL to enhance investment decisions in India.

This paper is unique that covers the mediating role of psychological bias, i.e. OC bias and FL, between the PTs and II of an Indian investor.