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Argues that covert activity determines the durability of the manager. Applying systems theory, dissects both organizations and managers to determine what makes them effective over time. Paralleling knowledge of organizational success with managerial success, uncovers similarities which have direct implications for understanding business effectiveness.

Diversity‐based intervention strategies require congruence with the culture of the client system. Achieving congruence demands the questioning of topic definition, method of implementation, programme content and the stated bottom‐line intent of the programme. Practitioners are advised to introduce the subject of managing differences in the workforce in a manner that initiates change in the client system without bringing about rejection. The preparation of the system for such an intervention and the strategic design of diversity‐based programmes can lead to a corporate environment that fosters benefits to both people and profit. Discusses the content of training for workshop facilitators and the role of process consultation skills when conducting managerial workshops on diversity. Practical guidelines address the importance of organizational readiness, co‐facilitation, client‐ownership, confrontation and management of small‐group dynamics. Suggests that consulting psychologists enhance organizational understanding of diversity by incorporating research on person perception, small‐group dynamics, managerial styles (and other individual differences), and work design – human differences interaction with issues of stereotyping in applied organizational settings.

To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trouble with change and are in need of more effective leadership strategies. The process of coaching offers a fresh perspective for understanding and affecting organizational processes and individual behavior. A strategic position is taken when the coach gathers information, interacts with the environment, reframes information, and assists the executive in acting on pressing circumstances. The coaching process is a critical aspect of organizational development. Coaching helps the executive focus on objectives, develops resiliency, and builds interpersonal savvy. This article explores the key elements of effective coaching, a surprisingly overlooked aspect of organizational change. Steps are outlined in the coaching process and examples are given on how the process works. A case is made for executive coaching as important leverage for organizational transformation.

The paper analyzes downside and upside risk spillovers between stock markets of G7 countries and China before and during the COVID-19 pandemic.

By using VAR-ADCC models and conditional value at risk (CoVaR) techniques, downside and upside risk spillovers between stock markets of G7 countries and China are analyzed before and during the COVID-19 pandemic.

The results suggested existence of a significant and asymmetrical two-way risk transmission between majority of pair markets, but the degree of asymmetry differs according to the use of the entire cumulative distributions or distribution tails. Downside and upside risk spillovers are significantly larger before the COVID-19 pandemic in all cases except between CAC 40/DAX and S&P/SSE pairs.

The paper used CoVaR and delta-CoVaR to investigate the downside and upside spillovers between stock markets of G7 countries and China before and during the COVID-19 pandemic.