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This issue is a selected bibliography covering the subject of leadership.

This paper aims to address the management of people and their working behaviour successfully during workplace change – from a traditional way of working towards new ways of working. The study was based on the observation that during workplace change, organisations often fail to see the importance of managing (working) behaviour during the process of workplace change. The focus is mostly on the design of the new working environment and the information technology in it. However, these do not seem to be the determining aspects of the success of workplace change, merely necessary boundary conditions. This paper will elucidate how internal communication can make the greatest impact on shifting people’s working behaviour and attitudes and thus manage it effectively.

A literature study has been conducted to investigate the relation between the topics of new ways of working, workplace change and internal communication. This study surfaced the importance of the aspect of (working) behaviour within workplace change. Subsequently, a field study was performed, during which several interviews were held with the project team of the R&D department of a chemical multinational, who is on the brink of implementing a new workplace concept. Also, focus group interviews were held with their employees to research personal views on expected working behaviour.

The outcomes of the research, literature review and field study clarify the critical success factors for internal communication to manage the workplace change, so it lives up to the expectations. These are: face-to-face communication, assigning the manager the role of workplace change leader and use internal communication to inform employees and inspire them.

In this paper, the behavioural aspect has been identified as a key determinant of perceived success of a new workplace concept. Managing workplace change successfully should therefore merely focus on managing the working behaviour of the people involved, instead of managing the building and interior design or the technology in it. Internal communication was identified as a pivotal tool to reach this success.

The purpose of this research is to describe the relationship between effective leadership and the leader's own ability to manage his/her emotional state.

Discusses the connection between leadership and emotions. Differentiates between management and leadership.

Research findings and conclusions remain in dispute. Types of behavior have been found to be integral to leadership performance.

The paper has proposed a model for defining and differentiating between leading and managing. Five factors were found to be important to the exercise of leadership.

This study aims to explore the experience of performing androgynous leadership approaches by New Zealand women leaders within the context of everyday conflict situations.

The research question “How do women leaders experience gender in conflict situations?” was explored through the facilitation of 4 focus groups with 19 senior female leaders in New Zealand. Poststructural discourse analysis was used to explore how participants negotiated positions of power within their environments and in accordance with competing gendered discourses.

Participants described taking a flexible, balanced, androgynous leadership approach to managing conflict situations. While the expectations to be “empathetic”, “sympathetic”, “gentle”, “nurturing” and “caring” resonated with the participants preferred approach, they remained firm that if conflict persisted, they would “cross the line” and adopt stereotypically masculine behaviours to resolve the situation. However, participants describe that when perceived to be crossing the line from feminine to masculine approaches, they experienced significant backlash. This demonstrates the tensions between the approaches women leaders would like to take in managing conflict and the experiences of doing so within a prescriptively gendered organisational context.

This research contributes to a gap which exists in understanding how gender is experienced from the viewpoint of the woman leader. This research presents a nuanced view of gendered leadership as a contested ground, rather than a series of strategic choices. Despite an increase in the acceptance of women into leadership positions, the authors seemingly remain bound by what is considered a “feminine” leader.

A seemingly certain commonality in the extant literature is that firms that engage in the practice of managing earnings do so to massage their performance. The purpose of this paper is to examine the pecuniary effect of the prior cost of capital and a firm’s location on the propensity for firms to manage earnings.

This study uses longitudinal data for US firms from COMPUSTAT and Center for Research in Security Prices from 1980 to 2010 for an average of 1,627 firms. The authors apply several regression methods – namely: least squares regressions, quantile, interaction-terms, seemingly unrelated and endogeneity test – and come to similar conclusions.

The authors find that managed earnings behavior varies depending on the prior cost of capital. Managers positively exacerbate earnings when the firms’ prior cost of debt is high. Managers inverse its exacerbation of earnings when the firms’ prior cost of equity is high. This effect remains the same in all regression techniques applied in this paper.

The authors contribute to the literature primarily in three areas. First, by considering the effect of a firm’s location jointly on a firm’s prior cost of capital, the authors show that a firm’s environment amplifies the managers’ discretionary actions. Second, by showing that the prior cost of capital which a firm pursues can inundate the managers to pursue and exacerbate earnings. Finally, the evidence suggests that adjustment in previous years for debt obligated firms and that location affects managed earnings behavior.

In a study consisting of 202 currently‐employed undergraduate students, we examined relationships between employees' perceptions of organizational justice and the styles they use for managing conflict with their supervisors. Regression analysis of questionnaire data indicated that distributive, procedural, and interactional justice were generally positively related to the use of more cooperative conflict management styles (i.e., integrating, obliging, and compromising). Two 2‐way interaction effects were observed as well, such that higher interactional justice was related to greater use of the integrating style primarily when distributive justice was low and procedural justice was high. Additionally, distributive justice was positively related to use of the avoiding style. Theoretical and practical implications of the findings are discussed.

Highlights the viewpoint that managers have the “right” to request individuals within their team to modify or change behaviours that may fall outside organisational or desirable team norms and adversely affect individual or team work performance. Empirical and experiential evidence suggest that managers and team leaders, have difficulty in managing such behaviours because they are perceived as personality driven (and largely unchangeable), as opposed to mainly learned – and therefore have the potential to be changed or “unlearned”. Similarly, the fact that behaviours are personal attributes rather than task or technical ones – makes confronting them a contentious and potentially, painful process for all concerned. The application of acute interpersonal skills, together with a structured methodology for formulating and agreeing behavioural performance objectives, can eradicate the more destructive behavioural elements within their team in a constructive way.

This paper aims to illustrate the complexity of understanding and managing violent behaviour in health care. The authors will show how different perceptions of the reasons for violent behaviour, and linkages between violent behaviour and illness have contributed to the creation of a wicked problem and added significant complexity to the management of violence towards staff within health-care settings. This paper will conclude with a call for strong multi-disciplinary action to address this ongoing issue.

A narrative review was undertaken to explore the ways that violence has been perceived in health care and the ways in which the concept of violence has moved from being seen as a criminal issue to being within the realms of disease. This paper will show the importance of understanding who is perpetrating violence in health care, why and in what settings. It will expound on the idea that considering violence as a consequence of disease necessarily adds a layer of complexity to both individual and organisational responses to violence towards health-care staff.

Understanding the complexity in preventing and managing violence against health-care staff can assist policymakers and managers to develop multi-faceted approaches to violence prevention, including better recognition and understanding of perpetrators of violence.

This paper provides a unique perspective on thinking about violence in health care and the implications of its complexity.

The paper aims to incorporate a sensemaking framework that augments research on organizational justice and aggression.

Sensemaking is used as a basis for designing an aggression model. Organizational justice and attribution theory are key components of sensemaking triggers. In addition, the model includes both organizational and personal influences on the sensemaking process. Finally, information processing theory provides explanations as to the importance of retrospect in sensemaking.

The sensemaking framework: presents the workplace antecedents of the sensemaking process; specifies the sensemaking triggers that provoke aggressive responses; identifies the individual and organizational factors that affect both the sensemaking triggers and the link between triggers and aggressive behaviors; and incorporates a full range of aggressive behaviors (e.g. violence, verbal abuse, or refusal to return telephone calls) that occur in organizations.

The paper proposes that by taking a sensemaking perspective, leaders can understand and proactively manage aggressive behavior in the workplace.

This paper provides a comprehensive aggression model that can assist both researchers and practitioners regarding the sensemaking process and its role in workplace aggression.