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The purpose of this paper is to examine the re‐branding of much management education and development under the heading of leadership and to identify the dangers this may bring particularly if it results in key management skills being neglected.

The authors use their extensive background in management education and development in the UK and abroad to consider the implications of the increasing emphasis on leadership as opposed to management education and development. Recent trends are identified as is both the distinction between and overlap between the terms leadership and management. Relevant literature is examined and the potential dangers of the re‐branding process identified

Increasing use is being made of the term leadership. Whilst there is considerable overlap between the concepts of leadership and management, the market appeal to providers and users of qualification and short course programmes implies that leadership is a higher level of organisational activity than management. This may be an unrealistic view of organisational activity and ignores the concept of strategic management. However, it may create a market pressure for people to aspire to be leaders rather than managers. Four specific potential dangers are identified. These are the lack of emphasis on the need to match people to situations, a failure to distinguish between process and task leadership, the general lack of obvious pathways for people to become leaders rather than managers and neglect of the development of critical managerial skills. Whilst much useful work may take place under the title leadership there is also the overall danger that some of the activity is superficial and even counter‐productive.

The paper is a timely and necessary counter‐balance to the bandwagon effect of the use of the term “leadership” in the generic area of management education and development. It encourages readers to examine carefully what is covered under leadership activities and the extent to which these meet real as opposed to status needs.

The author's interest in learning organisation development leads him to examine large French companies' practices regarding “high potential” executives policies and to question their selection and development processes and their capabilities to develop learning oriented organisations.The author also tries to explain why most large French companies are not yet familiar with this concept.

An analysis of the managerial and leadership characteristics of the French élite, as well as of the way they are trained in French grandes écoles and universities, can help to understand the kind of dominant style of leadership that features in the so called “high potential” executives in most large French companies.

The criteria against which these French “high potential” executives are discriminated explains largely their still very traditional hierarchical and centralised leadership styles, that are not favourable to build the more learning oriented organisations of the future. In addition most of the management development programmes for these executives stem from the traditional hierarchical leadership models that do not foster the necessary changes.

This article is based on the results of several studies performed in France by organisational sociologists about the corporate élite and the “high potential” executives of large companies and their development policies. The author relies on his participation in field researches but also draws from his extensive professional experience and in‐depth knowledge of these large organisations as consultant, trainer and speaker.

This article provides a critical approach of the mainstream “high potential” model based on the learning organisation philosophy. It proposes another vision of the “high potential” executive concept that the author believes to be more adequate in facing up to the challenge of the HR management and leadership changes that most large French organisations will likely have to face in the future. It also raises the issue of the adequacy of the present leadership development offer of the higher management education system. Although slightly political it aims at generating a debate about the very concept of the “high potential” executive, which is a major key to the necessary changes in the people management and leadership practices for the organisations of the future.

A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent.

The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception.

This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link.

This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.

The purpose of this research was to explore the leadership style of graduate project management students vs other MBA students.

Graduate project management and MBA students attending a regional comprehensive university in USA returned surveys that assess their leadership style emphasis of concern for task or concern for people.

Project management students rate themselves significantly higher on the concern for people leadership style and were found to have a balance between the concern for task and concern for people leadership style vs MBA students.

Individuals exhibiting a concern for people leadership style and those with a balance between concern for task and concern for people leadership styles are good candidates for project management positions as well as training/education in project management.

The paper shows that the selection and training of project managers based on bahavioral tendencies can relate to project success.

The study aims to explain the process of management accounting practices and organizational change aspects in the public sector’s response to environmental pressures. Specifically, it discusses the interaction process between management accounting practices from one side and culture, leadership and decentralization from the other side.

This study adopts qualitative research approach and an interpretive case study. The study uses the triangulation method of data collection, including interviews, annual reports, documents and archival records. A theoretical lens informs it of the contextual/processual approach for interpreting interaction processes between management accounting and organizational change aspects, including culture, leadership and decentralization.

The findings confirm that a change in organizational culture has an important impact on accounting change, which has played a central role in the desire to initiate and accept such changes by the organizational members. Similarly, the new leadership style created a unique culture that was considered a solid platform to introduce new accounting systems by enhancing the trust between IT staff and management accountants and their trust in themselves to accept the change. The paper concludes that the relationships between the change aspects at the organizational level, and accounting practices at the inherent organizational and accounting levels are both recursive and two way, with the two concepts inextricably interwoven.

The study has some limitations as the data is limited to only a single country – more explanation for Jordanian Customs Organization quantitative understandings of governance improvement. The study has important implications for practitioners and customs officials by showing that different government regulations and customs reforms have varied influences on the public sector. These reforms have included most modifications to the accounting and organizational configurations. This study contributes to institutional theory development and refinement by exploring the interface between external influences and internal origins in the accounting change process.

This study uses a categorical association between organizational changes and accounting in the public sector as most prior studies have been conducted on the private sector due to competitive and technical pressures. It also contributes to organizational change and accounting literature by discussing the relationship between accounting from one side and culture and leadership from another side.

The concepts associated with leadership and management have often been conflated, considered one and the same phenomenon by some and then considered by others to be quite distinctive. The same ambiguity is even truer at the level of application and practicality. Only a handful of studies have attempted empirically to differentiate between the two concepts. The study sought to develop an instrument to discriminate between the two concepts.

A prospective study was conducted with two groups of scholars in the areas of leadership and management. They completed the exploratory Leadership/Management Concept Scale (LMCS), the Leadership Practices Inventory (LPI) and provided demographic information. The results from the Initial group were compared with a validation group. Standard statistical techniques were used to analyze the two groups and investigate associations among the study measures.

The LMCS effectively differentiated actions associated with leadership from actions associated with management actions. There were four distinct choices consistently selected as most consistent with leadership: influencing, coaching, modeling and ensuring resilience. No significant correlations were found between scores on the LMCS and the LPI, providing evidence that the former was capturing actions other than those associated with leadership alone.

It is empirically possible to differentiate between the actions typically associated with the concepts of leadership and management. This distinction can be invaluable in various educational programs designed to develop either or both leadership and management abilities, as well as assist in the identification of those with proclivities to one or other of the two concepts. The LMCS shows promise in reliably differentiating between the two concepts and can be useful for scholars aiming to investigate leadership or management without confounding the two.

There are numerous positions and organizational roles where leadership and management are differentiated, with one being much more needed than the other. The LMCS can differentiate empirically how potential candidates for leadership and/or management positions think about the two, which would allow a would-be employer to screen candidates for given opportunities and, depending on their conceptualization of leadership and management, assign them most appropriately.

This study fills a fundamental gap in both the leadership and management field: first in being able to provide evidence that the two concepts, while similar in some regards, are not the same and can be differentiated from each other and second, in developing an instrument (LMCS) that both practitioners and scholars can use to help their audiences better understand the differences between leadership and management and to develop actions appropriate to situational demands.

A core responsibility of organizational leaders in a world of increasing competition for best talents is positioning right persons and plans for sustainable growth and progress of their respective organizations. However, attracting top talents for key positions is meaningless if it is not backed by winning retention or succession strategies. This paper aims to assess succession management techniques in the Nzema East District (NED) of Ghana to determine incumbent reliability on its own succession knowledge, practice and sustainability.

Through a cross-organizational investigation, this study used qualitative approaches to explore succession knowledge and practice as they relate to effective management and sustainability of selected NED organizations. In all, 60 purposively selected participants were involved in the study.

This study revealed not only that most NED organizational leaders have no succession plans but also that some senior management officials of these organizations, much as their subordinates, lack knowledge and practice of the concept altogether. It also emerged that a leadership succession paradox, where management expressed profound interest in succession planning (SP) learning and practice, adopting SP as a strategic tool and in using SP as insurance for sustainability of NED firms, but presides over the contrary, characterized much of NED management activity.

As a case study, this research is limited in terms of generalizability, but its implications are quite limitless.

The originality of this study lies in an emerging leadership succession paradox where business executives advocate what, in practice and theory, they are themselves opposed to. Contrary to the logic that we practice what we learn, succession management in NED organizations is not only unethical but also paradoxical. This study has not been published and is not being considered for publication anywhere else.

This study aimed to discover the factors affecting employee performance by testing the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance in Indonesian sharia property companies.

The study population was all members of “Sharia Property Developer” (DPS) across Indonesia with criteria of having subordinates at least one person and is listed as a DPS member. The samples used were 71 people from the 200 members of DPS across Indonesia. The sampling method used was based on R² value and significance level with an 80% statistical strength. Data analysis was carried out using smartPLS software to test the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance.

The utilization of SEM in Smart PLS for change management with the ADKAR method had a negative value of 6.2% in affecting employee performance and 4.6% in affecting job satisfaction. Job satisfaction insignificantly affected employee performance by 7.5%. Leadership style and organizational commitment positively affected performance by 57.9% and 25.6%, respectively.

This study did not limit respondents’ education levels. Twenty percent of respondents were middle and high school graduates. Respondent’s position was mostly the highest leader in the company by 58%. Indicators in the ADKAR model did not implement the construct validity test since the researchers did not find precedent studies that discuss the indicators of the ADKAR model in detail.

Factors that positively and significantly affected employee performance can be used to plan employee performance of DPS member companies.

The company must create a program to produce meaning in working, shape leaders to have discipline by putting appropriate employees as leaders.

This study used change management, organizational commitment, job satisfaction and leadership style as exogenous variables, job satisfaction and leadership style as intervening variables. The study model modified the previous study regarding employee performance improvement because it utilized the change management with the ADKAR model. The study objects were sharia property companies, where the researchers did not find previous studies discussing employee performance in sharia property companies.

Previous studies found that principals must be involved in both instructional leadership and organizational management, yet they did not explain how the former supports the latter. To narrow this gap in the available research-based knowledge, the current study explored the contribution of organizational management to instructional leadership.

This study was qualitative in nature. The study participants were 28 principals of elementary schools in Israel. Data were collected through semi-structured interviews. Data analysis, based on coding, aimed to cluster the eight organizational management functions according to how each function supports instructional leadership.

The present study revealed that the eight functions of organizational management support four main aspects of instructional leadership: (1) Developing a positive learning climate; (2) Improving teaching quality; (3) Realizing the school instructional vision; and (4) Enabling instructional leadership.

The findings of this study reinforce the argument that although instructional leadership is the critical component of effective school leadership, it should be supported by other frameworks.

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.