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A review of the relevant literature and case study analysis draws the conclusion that a skills approach to leadership makes it possible to describe and provide training in the core skills required in a wide variety of managerial situations. Such skills are most effectively acquired through practice, with feedback and guidance provided by skilled interpersonal skilled tutors. The latter skills are also best learned via feedback and guidance; unless there is a growth in effective interpersonal skills training there will ultimately be a shortage of tutors to pass on the skills learned.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

Measures perceived locus of control (LoC) and levels of occupational stress in a sample of 189 members of the Devon Ambulance Service, using Levenson′s multidimensional LoC questionnaire and a specially designed stress questionnaire. Finds significant positive relationships between levels of stress and both “chance” and “powerful others” LoC but, contrary to expectations, the relationship between internal LoC and stress was non‐significant. The fact that different results were obtained for the internal and two external LoC measures supports Levenson′s decision to develop separate scales for these variables. However, the practical implications of the results are limited. As chance and powerful others do genuinely have a major impact on the working lives of ambulance service personnel, any attempt to increase internality or reduce externality would run the risk of denying or distorting reality, thus causing serious psychological problems in the longer term.

A study of perceived sources of stress in the Devon Ambulance Service was carried out using interview and questionnaire surveys. Semi‐structured and non‐directive interview surveys were used to identify broad areas which were regarded as being stressful, while the questionnaire survey attempted to establish more precisely the levels of stress associated with different situations faced by Ambulance Service personnel. Factor analysis of the questionnaire results yielded four main elements: organisational and managerial aspects; new, unfamiliar and difficult duties/uncertainty; work overload; and interpersonal relations. The questionnaire results indicated that the most significant sources of stress were extrinsic, mainly involving the way Ambulance Service personnel were treated by other people. Based on the interview survey results, however, it is argued that the format of the questionnaire survey may have led to an underestimation of the role of intrinsic factors as a source of stress, particularly those involved with dealing with patients.

As business operations become increasingly global, the need for managers to communicate effectively with members of other cultures becomes more important. This is particularly true of managers who take up positions overseas, and an area where cross‐cultural differences may be apparent is leader behaviour. Using structured observation of simulated interviews, attempts to compare the verbal leader behaviour of British managers and subordinates with that of managers and subordinates in the Philippines (as an important area within South‐East Asia). Results revealed no significant differences in verbal behaviour between British and Filipino managers/subordinates, except in the categories of evaluating and enquiring. Makes some recommendations on how to approach interactions with Filipino subordinates and managers.

Most leadership theories are North American in origin. These theories may not be appropriate to be applied on a worldwide basis, especially in cultures, which differ in significant respects from the American culture. This study investigates the suitability of applying Bass and Avolio's transformational/transactional leadership model in a Middle Eastern country such as Egypt. A questionnaire based on Bass and Avolio's multifactor leadership questionnaire, with additional questions which were believed to reflect Egyptian culture, was administered to managers and subordinates in ten Egyptian investment banks. Usable responses were obtained from 70 managers and 173 subordinates. Factor analysis of the data revealed a factor structure, which differed in significant respects from that found on the basis of research in the USA, providing strong support for the argument that adjustment and modification of Bass and Avolio's model of leadership are required in different cultures.

This articles provides a managerial framework to examine and analyse factors that may influence government decision making in less developed countries. In order to market successfully to these buyers, a series of hurdles has to be cleared. These include meeting eligibility, following procedures, establishing critical linkages, developing competitive offers and exerting appropriate influence. International firms can enhance their success and profits by taking a serious, long‐term approach to these markets.

The purpose of this paper is to provide an introduction to the new journal, its inspirations, scope and ambitions.

The paper reviews selected strands of the literature on evidence‐based scholarship and discusses some of the observations and remedial recommendations made in the literature to bring research, policy and practice closer together.

Drawing on these observations and recommendations, the paper highlights the roles our authors and their published works can play when contributing to an evidence‐based HR research agenda. Building on these insights, the paper arrives at the journal's editorial vision and encourages the production of scholarly empirical research articles that have a high impact on the HR field as a whole. Embracing the richness of contributions from multiple disciplines and supporting a thematic diversity in the international HR arena, the paper introduces and explains the core principles EBHRM strives to encourage and promote: empirical robustness, analytical rigour and practical significance.

In the spirit of these arguments, the paper makes the case for taking on the challenge of moving scholarship, policy and practice closer together and introduces the first contributions.