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Introduction There is a growing belief that one of the most significant factors which will contribute to future business success is the effective management and development of people within the organization. A study by IBM (1992), covering some 2,000 organizations in over 20 countries, identified that both line managers and human resource (HR) specialists see HR as a critical success factor in achieving business strategic goals. Sparrow et al. (1994), in a detailed analysis of the IBM study, point out that the view of participants is that an organization's people provide the only realistic basis for achieving a sustainable competitive advantage.

The need for effective leadership has become paramount to meet the challenges of the 21st Century and a growing number of academics and senior managers have recently come to recognize the importance of emotional intelligence (EI) for effective leadership. Furthermore, Goleman, Boyatzis, & McKee (2002) have contended that the higher up one advances in an organization, the more important EI becomes. In this paper the authors have focused on evidence at the very top of the organization, the Board. They review the findings from a major study of UK boards and re‐analyze the data on tasks and competencies relating to EI constructs. Their results show that EI competencies are considered to be extremely important according to the majority of a large sample of UK directors in a survey and they go on to argue that many of the tasks (outputs) of the Board require EI competencies, as well as many aspects of Team Process (for Organizing and Running the Board). The authors also produce new findings which support Goleman's hypothesis that the higher one advances, the more important EI becomes. Possible explanations for the findings are discussed and the paper concludes with a review of important current and future research such as the full integration of EI elements into instruments to assess leadership competence and style, and the effect that organization culture has on these constructs.

‘Countrymindedness’ is a resonant but perhaps manufactured term, given wide currency in a 1985 article by political scientist and historian Don Aitkin in the Annual, Australian Cultural History. Political ideology was his focus, as he charted the rise and fall ‐ from the late nineteenth century to around the 1970s ‐ of some ideological preconceptions of the Australian Country Party. These were physiocratic, populist, and decentralist ‐ physiocratic meaning, broadly, the rural way is best. Aitkin claimed the word was used in Country Party circles in the 1920s and 1930s, but gave no examples. Since the word is in no dictionary of Australian usage, or the Oxford Dictionary, coinage may be more recent. No matter. Countrymindedness is a richly evocative word, useful in analysing rural populism during the last Australian century. I suggest it can usefully be extended to analyzing aspects of the inner history of Euro‐settlement in recent centuries.

The purpose of this paper is to explore the relationship between transformational leadership and employees’ work engagement based on fit theory. The paper reports an investigation into the way in which employees’ perceptions of transformational leadership and person-job fit affect their work engagement.

To test the authors’ hypotheses, the authors performed structure equation modeling with maximum likelihood estimation on Mplus with bootstrapping proposed by Hayes (2009) with data from 691 full-time employees in China.

The results indicate that transformational leadership has as significant influence on employees’ work engagement as person-job fit in China. Moreover, employees’ perception of person-job fit is found to partially mediate the relationship between transformational leadership and employees’ work engagement.

There is a possible bias arising from the use of cross-sectional data. However, certain methods were implemented to minimize it, including survey design and data analysis.

The paper proposes a number of practical implications for policy makers, HR managers and transformational leaders relating to issues associated with improving levels of employee engagement.

The study contributes to developing leadership and engagement theory by examining a previously unexplored mediator – person-job fit – in a neglected cultural setting. This study promises to open new research avenues in this area.

Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a “sense making” paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of complexity and change facing organisations in the early twenty‐first century. The model emerges when the measure of effectiveness is changed from organisational success to the impact of the leader on followers and on building of capability. The argument for such a shift is underpinned by the movement of dominant organisational logic from a Weberian rational/analytical one to a logic which acknowledges emotional considerations. Within the leadership arena it has been proposed that emotional intelligence is a major factor underpinning success. Presents data from recent research, which empirically demonstrates linkages between emotional intelligence and leadership. These findings are examined in conjunction with the “Emergent model”.

This research note explores the extent to which the claims for the importance of emotional intelligence as a predictor of leadership potential are borne out. The paper reports the results of an exploratory study of a leadership development centre in which participants also completed an established measure of emotional intelligence – the EIQ Managerial. The sample comprised 40 senior managers working within the New Zealand Public Service (NZPS). The results provide some evidence to support the relationships between EI and leadership potential asserted from both a theoretical standpoint and from other studies of leadership performance. The limitations of sample size are clearly identified. The results do however, indicate that further research using both larger and more diverse samples may be warranted.

Little is known about how and why pilots are useful in the context of organisational change. There has similarly been little attention to processes of distributed leadership in organisational change. The purpose of this paper is to develop a theoretical argument relating to how key aspects shaping organisational change can be addressed by distributed change leadership through the mechanism of pilots.

The paper contribution is to review extant literature on change management and distributed leadership to build a model of distributed change leadership.

The paper outlines how the model of distributed change leadership can be applied through a pilot strategy to help engender commitment and learning, as well as contextualising the change to cope with the complexities of the situation.

The paper concludes with a discussion on the opportunities distributed leadership through pilots can bring to the effectiveness of organisational change interventions. The paper identifies a series of research propositions to help guide future directions for research. Finally the paper explores practical implications of the suggestions.

There is an absence of discussion on distributed leadership within the context of change management. Further the mechanism of pilots shaped by distributed leadership has not been explored. This paper is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for organisational change to enhance effectiveness.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.