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The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.

Using a qualitative inquiry approach, 93 line-level hospitality employees were surveyed online regarding their experiences about the characteristics of good managers.

The research findings revealed five key themes of good managerial characteristics, including interpersonal skills, communication skills, supervisory skills, leadership skills, and positive personality and professionalism. Additionally, the root causes of these managerial characteristics were also analyzed. The good managerial characteristics were perceived to have developed from having worked under either a great manager or a terrible manager.

This study advanced the literature on managerial characteristics by confirming several existing categories from the viewpoint of hospitality industry employees.

Human resource managers should be considerate of these findings in terms of recruitment, hiring, and training, development, and promotion of employees in their companies.

This is one of the first studies to analyze the perceived reasons behind the development of these characteristics.

This paper aims to explore whether individual intellectual capital of a fund manager allows mutual fund to outperform market.

The sample includes 85 Russian equity funds for the period of 2013. First, Jensen’s alpha for each fund has been calculated, and then cross-sectional regression analysis has been used. While only a part of fund managers publish biographic sketches, the authors use the Heckman procedure to control for self-selection issues.

The results support the idea that the individual characteristics indicate the possibility to earn abnormal alpha. Managers with economic education and with Moscow education perform better than others. Relationship between both fund performance measures and manager’s experience has inverted U-shape. Jensen’s alpha reaches its highest level at the point of 9 years, whereas beta – at 10 years of manager’s experience.

Investigation can be improved by including more variables that influence the disclosure of managers’ personal information, for example, by conducting surveys. Additionally, cross-sectional data restrict the analysis.

The discovered characteristics of managers’ intellectual capital can be used as additional screening tool for the investor who is deciding on mutual fund choice in Russia. While individual intellectual capital is observable and more persistent in time in comparison with the past fund performance, such tool allows better decision-making.

This is the first paper that explores which characteristics of Russian fund managers are connected with higher abnormal return (measured by Jensen’s alpha) and risk (beta) of mutual funds.

Reviews the relatively slow change in attitudes about the characteristics required in management, and explores gender differences in management style. Reports on research to investigate how both “typical” and “good” managers are perceived in terms of characteristics related to masculinity and feminity. Findings suggest that, although managers in general are rated high in masculine characteristics, good managers are rated high both in masculine and feminine characteristics. Discusses results in the context of trends in organizations.

This paper aims to assess the impact of the presence/absence of risk management practices on the risk of merger and acquisition (M&A) failure.

An agency theoretic perspective is adopted, along with a mixed-methods approach to study managerial complexity beyond simply “good” and “bad”. The focus is on an agency conflicts.

The authors first present an integrated framework that classifies managerial behaviour and risk management, where M&A bids can become vehicles for maximising managerial benefits rather than shareholder value. The authors proceed to consider M&A activity that benefits both managers and shareholders in the presence of risk management strategies.

The paper highlights the benefits of multiple paradigms and research paths that address dimensions captured by an agency theoretic perspective.

The authors regard this paper as having particular significance in that the global financial crisis has impacted M&A activities and objectives, shifting the employment and related risks faced by managers.

The paper suggests future research paths to advance the understanding of the complex behaviour of managers involved in M&A activities that go beyond the classification of “good” and “bad” managers.

The purpose of this study is to identify similarities and differences between the leadership practices of managing entrepreneurs and professional CEOs and to investigate how these impact on their immediate subordinates' satisfaction, commitment, motivation, and effectiveness (engagement).

A multiple‐respondents survey, aiming at CEOs and their immediate subordinates, was conducted. Factor analysis, correlations and moderated regression analysis were used in order to reach conclusions.

Two leadership dimensions are found to be most influential: being a good manager/mentor and articulating vision. Although good manager/mentor characteristics prove crucial for both types of CEOs, the effect of vision articulation on subordinates is moderated by the type of company the CEO is leading. No significant differences are found in the leadership style that the two types of CEOs adopt, except for their calmness and self‐possession, which is lower among entrepreneurs.

The findings raise questions regarding the differences in subordinate expectations from owners – CEOs, as opposed to professional CEOs; and point at certain characteristics which could be developed in order to enhance leadership effectiveness in both groups of top managers.

The study underlines the importance of sound vision development and articulation in entrepreneur‐run firms, as it appears that people working for such firms expect more direction from the Head. It is also sustained that good management and mentoring are essential in any kind of firm, in order to develop an effective, committed and motivated top management team, which will bring corporate success.

Quality empowering management is to the future of renewed worldwide competitiveness what quality control, participative management programmes and zero defects were to quality improvement. Empowerment holds that promoting employee involvement empowers workers to perform as whole, thinking human beings. Empowerment is the glue by which the elements of customer focus, quality process and products, continuous improvements, self‐managing teams, quality measurement, and utilization of the total workforce abilities are held together. Self‐managing teams are one of the major keys in the innovative organization to solving complex problems, increasing productivity, and heightening creativity. For most organizations and managers, quality empowering management is a new responsibility and a radical change in style of management and change in culture requiring new methods and systems.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The research shows a decreasing emphasis of stereotypically masculine traits to describe the qualities of a “good manager”.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Organizing new service development is an important topic for decision makers in service firms, since continuous innovation is expected to pay off. Although the literature on organizing new service development has grown rapidly over the last decade, the numerous publications are highly fragmented, each concentrating on a small piece of the complex innovation puzzle. This paper classifies current literature on organizing new service development (NSD) into two evolutionary stages: managing key activities in the NSD process, and creating a climate for continuous innovation. For both stages its consequences for the initiation and implementation of new services are discussed. The paper ends with limitations and suggestions for future research.

This paper aims to evaluate alternative theories about how perceived innovativeness and perceived relational skills interact with gender to explain evaluations by managers of scientists and engineers' promotability into management.

A cross‐sectional design is used. The sample (n=2,278) is drawn from 24 large US corporations. Separate surveys are administered in each corporation to scientists and engineers and to managers evaluating them.

Managers rate men and women equally promotable. Furthermore, women whom managers perceived to be especially innovative receive higher evaluations of promotability than similarly accomplished men. And, among those perceived to have low relational skills, women and men are evaluated similarly.

More research is needed to evaluate how ambivalent stereotypes and pressures from organizations to suppress categorical thinking might combine to affect evaluation and selection processes in diverse work settings.

Companies should be concerned about the potential tendency for managers to reward a few individuals when they exceed stereotypical expectations. Employees should be aware of and actively manage the impressions that managers have of them with regard to innovativeness and relational skills.

This paper calls attention to the role of ambivalence and legitimacy theories that predict that women will receive higher evaluations when they exceed stereotypical expectations of innovativeness and that when women do not meet stereotypical expectations of relational skills, managers will temper their harshness in evaluating them. In developing this analysis, it seeks to contribute to the understanding of evaluation processes by considering the context in which evaluations take place.

Organizations manipulate themselves as per the legal, political, and social values of the particular country where they operate. As a result, the operations and human resources (HRs) of business corporations are handled as the environmental fabric of that country suggests. The purpose of this paper is to develop a conceptual framework describing the aspects of modern day human resource management (HRM) and HRM from Islamic perspective.

The framework is presented in five broad categories – the message of Islam, Islam in different nations, Islam and work, Islam and managerial dimensions, and Islam and HRM practices. Secondary data have been used to gain knowledge about teachings of Islam and how they can be practiced in order to manage HR effectively. Detailed discussion has been incorporated regarding the Islamic culture and how it can be practiced in the organizations while conducting different HR activities. It has been kept in mind to maintain the originality of the paper though any changes in the message of Quran and Prophet (s.a.w.) cannot be incorporated. If the organizations will be managed from Islamic perspective, managers will not only gain success but will also be at peace knowing that they are doing work for Allah.

This paper concludes Islam is more a “way of life” than a mere religion. In a nutshell, it teaches how a believer has to oblige to the commitment to his faith. Businessmen believe materialistic accumulation is all they are living for. But in reality, it is temporary. Their good deeds and behavior with people irrespective of any discrimination will remain forever.

A conceptual model of HRM and Islam is presented that provides an explanation of the linkage between the two.