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The need to develop new skills among middle managers has been increasing since the early 1990s. This need arises from the changes in the workplace environment associated with the realities of downsizing, the quality movement, and the increased use of teams. This article reports on the experience of one downsized, quality‐conscious, team‐based organization in identifying the development needs of its middle managers. The process used by the case study organization to identify the development needs among its middle managers is outlined. This process can be seen as an example of how development needs can be identified. The findings from the identification process within the case study organization present an initial list of development needs among today’s middle managers. Recommendations on training courses for middle management development are proposed. These recommendations provide initial guidance to organizations interested in developing their middle management assets.

Empowerment has been added to the long list of environmental hazards facing the organizationally endangered species known as “middle managers”. For the sake of balance and interest, the author asked middle managers for their views regarding empowerment. This article presents the views of middle managers along with those found in the literature. Definitions are set forth, pros and cons are covered, and dos and don’ts are delineated. The author closes with the following advice for those seeking to implement empowerment: organizations should set the unifying vision for empowerment at the top management level; organizations should train and develop their line employees prior to giving them full empowerment; and organizations should rely on middle managers to provide two‐way communication and coaching for line employees as they are trained for empowerment. The article concludes that organizations should view middle managers as “bridges” rather than “blockages” to the implementation of empowerment.

Personal leadership is an important factor in today’s organizations. This type of trailblazing activity is the backbone of total quality management and team‐based operations. Personal leadership also can replace the middle management expertise lost through downsizing. Presents a generalized process for defining, discovering and developing personal leadership in today’s organizations. Summarizes the definition of personal leadership through the metaphor of trailblazing. Other cognates of the verb “to lead” are defined and examined. The detection of personal leadership in the workforce is made by 360‐degree performance evaluations. Uses survey findings to support activities and skills associated with personal leadership. The development of personal leadership is fostered by rewards, recognition and refocused training.

Reveals that the need to develop leadership capacity among organizational managers has been on the increase since the early 1990s. Two of the major factors generating this need are the advent of the quality movement with its dependence on teams, and the widespread incidence of organizational flattening that has eliminated many middle management positions. Today’s organizational managers need leadership skills to develop high performing teams and to cover the wider spans of control left in the wake of downsizing. Presents the experience of one quality‐conscious, downsized, team‐based organization as a case study on leadership development needs among today’s beleaguered managers. Notes that there are two primary outputs: first, presents the process by which the case study organization identified its leadership development needs. Second, provides the findings from the identification process within the case study organization. These findings, while not universally applicable, present an initial list of potential leadership development needs among today’s organizational managers.

The purpose of this paper is to develop a leadership skills development model and measure, based on its effect on organizational effectiveness and moderator effect of knowledge sharing.

Using the survey method, this paper investigates the validation of measures and model of the study. It tests the reliability and constructs validity of a leadership skills development measurement scale, created on the basis of the existing measures of leadership, organizational effectiveness and knowledge sharing. This scale is harmonized with transformational, transactional and servant leadership theories.

A structural model and measure of leadership skills development is proposed.

This study is limited by its particular population; therefore, future research need to be done to illustrate whether the current results can be generalized with other samples from different situations and cultures.

The paper provides an in depth review of leadership development, as well as developing a theory-based model and a valid and reliable questionnaire, which measures leadership skills development, effectiveness and knowledge sharing. The study results could improve the future empirical leadership development research.

The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by testing the relevant hypothesis. The findings reveals that the strategic partner contributes to the development of Jordanian managers' skills in areas such as time management, performance appraisal, job design and communications and cooperation. A limited significant impact of relevant demographic and managerial factors on managers' attitudes towards their MD and strong corelational relationships among MD dimensions are also revealed through the findings. The conclusions highlight the positive outcomes and implications of the strategic partnership at JT. The recommendations emphasized the need for further partnerships in Jordan because of their influential effects on Jordanian businesses.

Education is the most promising and prominent domain for entrepreneurs who are willing to infuse innovation and creation to initiate the change in existing educational practices. These changing agents are known as edupreneurs. Educational domain generates an opportunity for women entrepreneurs to balance work and life, both. However, women edupreneurs community needs to enhance their competencies and capacities to handle diverse issues and challenges posed by stakeholders. This paper aims to explore competencies helpful in designing a customized leadership development program, especially for women edupreneurs community.

From the extensive literature, a number of competencies for women's edupreneurs were found and 12 competencies were selected in this study after experts’ opinions. These competencies were analyzed by an integrated analytical hierarchy process (AHP)-TOPSIS approach.

The study has extracted competencies (visionary, delegative, inquisitive, learning agility, cognitive ability, self-reflection, tolerance, decisive, self-development, receptive to feedback, building partnership networks and save face) to be included in leadership development program specially designed for women edupreneurs community engage in operating child care, pre-school, primary-elementary schools and secondary-high schools, addressing the problems and issues related to students and parents community.

Future leadership development programs designed for women edupreneurs can include these competencies and trainers, educators and policymakers can follow the suggested structure for execution purpose.

This study is an initial attempt to set a benchmark for improving competencies of women edupreneurs.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.