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Focuses on the opportunities and challenges facing women managers in corporate India, against the backdrop of a worldwide (albeit theoretical) trend aimed at reducing the gender gap. Bases findings on responses to 162 questionnaires designed to establish the respective attitudes of male and female managers (within manufacturing and service industries) to key gender issues. Examines issues including ‐inter alia ‐ perceptions regarding company hiring practices and remuneration equity; the perceived competencies of women in management; the attitudes of men towards women managers and company initiatives to reduce the gender gap. Establishes that the majority of managers believe that employment in their organizations is based on merit and not gender, however, the results also identify a whole host of less encouraging attitudes which together indicate that there is still a long way to go before sex discrimination is eradicated. Makes a series of recommendations aimed at redressing the balance.

Spirituality in organizations is currently a particularly salient issue in both the scientific and practitioner literature. The “S” factor (Klenke, 2003) has lead to a proliferation of books, special issues of journals, edited volumes, symposia at conferences, and popular press articles which collectively represents a struggle between science and marketing for the soul. Conlin (1999) concluded that “a spiritual revival is sweeping corporate America as executives of all stripes are mixing mysticism into their management, importing into office corridors the lessons usually doled out in churches, temples, and mosques” (p. 150). Recent scandals involving ethical lapses at major U.S. corporations and institutions have only served to reinforce the need for organizations to acknowledge employees' thirst for meaning, community, and connection with a higher purpose and/or power. As a result, tapping into the human spirit at work has become a flourishing business as companies are willing to invest money to sponsor seminars, workshops and retreats on spiritual growth, mediation, creativity, and authentic communication.

Research was conducted to empirically demonstrate the relationships between personal meaning, calling and organizational commitment in the context of spiritual leadership. Wong's Personal Meaning Profile was used to establish the various sources of personal meaning and identify those that predict calling. The results showed significant positive correlations between self‐transcendent personal meaning and calling. Further, calling was also positively correlated with organizational commitment and contrasted with work‐as‐job as a predictor of commitment. The study suggests that not all sources of personal meaning are predictive of calling, and that calling mediates the relationship between self‐transcendent personal meaning and organizational commitment. Theoretical and practical implications are discussed.

This paper seeks to argue that leadership is a purposive process, which is value‐transcendent, and to suggest that organizations, and leadership systems within organizations, are governed as much by beliefs as by rationality and outcomes.

The paper provides a model which incorporates three sets of value‐anchored antecedents as predictors of leader behavior is presented: work values including the Protestant work ethic and work involvement, leadership values including corporate stewardship, accountability and spiritual values including trust, humility, stewardship and community.

The paper is consistent with research that supports the role values play as personal and organizational phenomena as well as research that indicates that values and beliefs are instrumental determinants of organizational culture.

By including spiritual values as a domain of corporate values and predictors of leader behavior, the author is expanding existing value typologies and opening the discourse toward a values‐based, spiritually anchored paradigm of leadership.

While still rare, the number of women who have held or are holding the most senior positions of political leadership serving as either prime ministers or presidents of their countries has nevertheless risen steadily since 1960 when Sirimavo Bandaranaike of Sri Lanka took office. This paper profiles select number of female political leaders worldwide and examines relationship between leadership and management in the context of the global community. Women’s access to the highest political offices is used as a prism through which the continuing dilemma of women’s representation at the highest levels of public life is examined. The importance of the specificity of the socio‐historical and cultural contexts in leadership is emphasized.

Top management teams (TMT) were initially introduced almost 20 years ago but recently have rekindled the interest of researchers whose experience with organizations has demonstrated that the arrangement of the single omnipotent CEO at the apex of the firm has outlived its utility at a time when it is impossible for one individual to command all the knowledge necessary to effectively lead an organization. This article describes a model that examines gender related influences, which are hypothesized to affect the decision making process in TMTs. More specifically, it is postulated here that it is not gender per se that accounts for differences in decision making among senior female and male executives, but that four constructs, namely power, political savvy, conflict management and trust mediate the hypothesized relationships explicated in the model. Implications for increased participation of women on TMTs are explored.