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To provide an explanation of an approach to education and development for leadership in organizations, as distinct from education about leadership.

The paper refers to leadership in private as well as public organizations and organizational units, to all types of managers including those of non‐supervisory functions affecting stakeholders, and even to personal affairs. It suggests a decision‐assisting model based on the issues that should be considered in decisions pertaining to matters involving leadership roles. It is based on three foundations: comparison of decision‐making practices involving leadership aspects of management with decision making in other professional fields; analysis of the actual and potential impact of leadership and motivation theories on leadership decisions; and responsibilities involved in effectively applying leadership to management activities in all fields.

The paper reports on the informal research process that resulted in the development of the model.

Extensive possible research is outlined that could gradually overcome the enormous obstacles to empirical validation of the model.

The model is relatively simple, consisting of eight groups of considerations, in the form of questions that help to ensure that leadership decisions consider all relevant issues. The approach outlined here is highly practical and can easily be applied.

The model is unique and highly practical for all individuals who are in management and for those who are called on to assume leadership roles on teams, in their profession, in their family roles, and in other situations.

The purpose of this paper is to expand the knowledge about the value of intuition for organizational innovativeness and organizational factors inhibiting intuitive decision making.

The study develops and tests a theoretical model that relates intuitive and deliberate decision-making styles to organizational innovativeness, and the application of either decision-making style to organizational size and decision maker's power position in an organization. Based on a survey conducted in 2011, data from 281 organizations was analyzed applying linear regression analysis.

Intuitive and deliberate processing both relate positively to organizational innovativeness. Organizational size relates negatively to the application of an intuitive decision-making style, while power position relates positively to the application of an intuitive decision-making style.

The findings suggest that intuitive decision making is valuable for organizational innovativeness. Still, its application is suppressed if decision makers are in lower power positions or part of larger organizations.

High demands on managers’ and entrepreneurs’ information processing capabilities require them to apply their full range of cognitive capabilities (i.e. deliberative and intuitive processing). Intuitive decision making, however, still seems to be confined to those who have least reason to fear critique from others.

The main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.

Data used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.

Research finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.

These studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

This study seeks to draw on the theory of planned behaviour (TPB) to explore the effects of a creativity‐enhancing training programme on the learning intentions of nascent entrepreneurs. The key focus is to evaluate the impact of the nascent entrepreneurs' perceived level of creativity on training outcomes, measured in terms of perceived ease of use, perceived usefulness and intention to exploit learning. Implications for theory and enterprise education policy are discussed.

The paper draws on data from a cross sectional survey of two groups of trainees: final‐year business‐enterprise degree‐students, and participants from a leading UK enterprise programme, New Entrepreneur Scholarship (NES). The data from a total sample of 384 were analysed using structural equation modelling (SEM). Data were subjected to essential validity and reliability tests prior to using in the SEM analysis.

The results supported the hypothesis that participants who perceive themselves as having higher perceptions of creativity will have higher tendencies to learn. There is also support for a full mediation role of new learning in explaining the relationship between creativity and intention to exploit learning. Creative individuals also rate other training outcomes as positive; both perceived usefulness and perceived ease‐of‐use received statistical support. Perceived usefulness acts as a strong mediator to the relationship between learning from creativity training and nascent entrepreneurs' intention to exploit their learning. On the whole, results largely agree with the TPB as applied to entrepreneurship and suggest trainees' perception of creativity as a driver for enhancing learning habits among nascent entrepreneurs.

The research has highlighted several issues that influence the learning behaviour of nascent entrepreneurs and so helps to inform entrepreneurship theory and enterprise policy related to enterprise and entrepreneurship education. As this is one of the first attempts to situate enterprise education within the theory of planned behaviour, this study will particularly be useful to frame questions for future research.

The study is useful as it proposes a new dimension to an already popular debate around learning and entrepreneurial potential. This paper emphasises that the development of enterprising skills should be spread and integrated into different aspects within an entrepreneurship programme, as opposed to small‐blocks of consecutive sessions, to avoid negative effects caused by the perception of creativity.

A characteristic of the electronically operated global capitalism is that it is structured with the help of information networks integrating capital interests at the global level. The environment in which the selfness realises itself in the informational society is the global networks and computer communications, creating a wide range of virtual communities imposing a new type of logic – the network logic. In the new network landscape, information technologies, including the Internet, provide a technical support for a greater justice and equality on the virtual highways, thus affirming the voice of an individual. In this way, Foucault’s thesis that power relations are rooted into the entire network of society comes into realization. Corporate behaviour is in line with the dominant social norms, values and expectations, but at the same time it can be significantly modified by social pressures and changes. The same goes for the ways in which information technologies are implemented within organisations, which means that a continual evaluation of IT management programmes is needed, not only from the point of view of its technical effectiveness but also from the point of social audit and accountability in management.

Wanted: Manager Affectionate, childlike person who does not use harsh language, to head our administrative division. We want someone who is cheerful and eager to sooth hurt feelings. The position requires gullibility. This is the perfect job for the tender, yielding individual. Wanted: Manager Competitive, ambitious person with leadership ability to head our administrative division. We want someone who is dominant and self‐sufficient. The position requires strong analytical ability. This is the perfect job for a self‐reliant, independent person.

The quality framework necessary to achieve compliance with the ISO 9000 series of standards is to say the least abstract. It is this very generality which allows ISO 9000 to play the role of the universal quality standard. Aims to help practitioners relate their software process to this framework. Discusses the rationale for, as well as ideas and examples of, software and information system development practices that fit the requirement of ISO 9001 standard and ISO 9000‐3 accompanying the guidelines. Reviews related approaches to software process improvement, defines generic requirements for a quality software process and a template for the context of a software quality improvement programme as a software quality manual.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

Almost two centuries of efforts to improve the ethics of American corporations is apparently leading into a movement of the most successful corporations towards establishing and educating employees to use them. Federal laws have been a major motivator. Code provisions often vary according to ethical needs of the industry corporations. Ethical codes are also supported by arrangements to hear employee complaints, through a “hotline” or some other process which affords some protection to the complainant. A number of statutes protecting “whistleblowers” have been passed by federal and state governments; whistleblowing seems to be generally accepted but is not completely popular. Concludes with a discussion of the work of internal or managerial auditors, who are supporting ethics work but seem diffident about use of the term. Effective ethical education might show the reasons for close ties between internal auditors and other members of the management team.