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There has been an increased frequency of leadership courses being taught online. Scant research exists that describes effective practices for teaching leader ship online. This application brief describes an assignment, the “Real Life Leader in the Mirror” given to undergraduate students in an online personal leadership course as an end of course final project. In this assignment, students synthesize leadership concepts by comparing and contrasting their personalities, interests, beliefs, and capacities with a leader in the media. Through this assignment, students demonstrated the leadership competency of self-awareness and development. Specifically, students articulated knowledge of self, an understanding of self, the value of understanding self, ability to understand self, and the behavior of actually enhancing their understanding of self through this assignment.

Conflict is inevitable in organizational life. On the one hand, it can bring creativity and enhance problem-solving. On the other, it can hinder effective problem-solving, increase defensiveness and member dissatisfaction, and create a destructive work environment. This paper aims to outline four important components of harmonization that help to enhance conflict-management capability.

Based on Nguyen and Belk’s (2013) harmonization framework, the author adds their own comments and places in the context of resolving conflict in organization.

The harmonization process synthesizes multiple goals and balances differences to achieve better solutions without discounting any of these elements. Harmonization provides better understanding of important issues and why they are critical to each party. Each party will feel better about the situation after having heard the other side’s position. There might be anger, anxiety, or frustration at the beginning. However, when people successfully go through the harmonization process, they feel happy, connected to others and proud of the results they get. These processes require communicating with others, learning others’ perspectives, understanding and empathizing with others, and being willing to adjust.

The paper outlines four skills in which organizations can train their employees to improve conflict management.

Harmonization process is applied to conflict management in organization.

Presents answers to the question: how does the development of self‐knowledge of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective management. Looks at the contribution of self‐knowledge in terms of motives, values, personal resources, self‐esteem and internal constraints (including compulsive or “driven” behaviour). Concludes that an increasing rate of change within organizations increases the need for the development of self‐knowledge by managers.

The philosophical roots of existentialism can be found in the writings of Kierkegaard, Heidegger, Sartre, and Camus. Sartre used existentialism to frame the social and political issues of the day after World War II and Camus helped popularize the philosophyʼns focus on individualism and personal freedom. Existentialism provided justification for challenging public officials and regimes and was embraced again by public administrators and citizens frustrated by the failures of foreign and domestic policies in the 1960s and 1970s. Today existentialism and transcendentalist phenomenology remain strong alternatives to empiricism as a methodology in the study of human behavior. They provide a philosophical basis for determining and applying ethical standards, as well as a basis for encouraging public administrators to address major societal problems rather than being overly focused on management technique and administrative process.

Presents answers to the question: how does the development of self‐awareness of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective management. Looks at the contribution of self‐awareness in terms of motives, values, personal resources, self‐esteem and internal constraints (including compulsive or “driven” behaviour). Concludes that an increasing rate of change within organizations increases the need for the development of self‐awareness by managers.

This paper provides an overview of the current body of knowledge surrounding the human response to change and transition. Models of the change process, as perceived by diverse and seemingly unrelated disciplines, are identified, compared, and contrasted by tracing the evolution of these models from seminal works through contemporary research. Surprisingly, a majority of the models studied were found to share two important characteristics: they follow Lewin’s 1952 three‐phase model of change; and they describe a degradation of capabilities in the intermediate stages of the change process. In a practical example, the authors explain their experimental verification of the change models’ applicability to an organizational change involving the introduction of teams. The interrelationship of developmental and change models is discussed. Finally, the importance to leaders and managers of developing an understanding of the current state‐of‐the‐art in human response to change and transition is discussed.

Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.

The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.

Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.

The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

The focus of this paper is on management training and development. The purpose has been to address how coaching can be applied to learn about leadership tools and what effect this has on management behaviour and development.

This is a qualitative case study of a management development program. The empirical data were obtained using in‐depth interviews, surveys, and observations. In addition to investigating the 14 participants, data were also collected from their superiors and subordinates.

One of the main findings is that coaching is a helpful training process to learn about the manager's toolbox and to develop new management behavior. Furthermore, data revealed that the management training should be based on the specific work challenges that the participants experience at their workplace. Based on a variety of work challenges, the participants highlighted the following tools as most important: emotional intelligence, empowerment, self‐management, signature‐strengths, and positive emotions.

Future research should apply a more comprehensive research design, for example, using a control group.

Data analysis shows that coaching is a management training process where the participants can learn to solve real work challenges. By trial and testing at their own workplace, managers learn how to use appropriate tools and change their behaviour. As part of the learning process the authors recommend debriefing where the managers can get feedback and inspiration for self‐reflection. Furthermore, through team and peer coaching, the managers can help each other learn. The authors also recommend that the participant's superiors and subordinates should be involved in the training process.

In this research the authors have studied coaching as a learning and training method applying leadership tools.

A study of US female chief executive officers (CEOs) identifies the women as more creative, better qualified, and appointed to the role of CEO at a younger age. Although female CEOs identify the importance of motivation, personal drive and people skills as key reasons for success, they equally emphasise organisation and administrative skills, while the male CEOs highlight working effectively in teams. Based on these results, recommendations concerning the development of the female CEO are offered.

The purpose of this paper, based on the institution change theory, is to analyze the factors which influence the auditees' demand for government performance auditing (GPA).

This study acquired the data by survey. The author investigated the government officials and the state‐owned enterprises and institutions' senior managers from 28 provinces and cities, then used the econometrics model to test the hypotheses.

By analyzing the survey data, it is found that the respondents who come from the region where the economy is less developed and the legislative level is lower have more demand for the performance auditing; the respondents' knowledge about the GPA has not increased their demand; the auditing penalty effects has negative impact on the demand for performance auditing and the organizational support has positive effects on their demand.

The findings in this study suggest that there is not enough GPA supply in the region where the economy is less developed and the legislative level is lower, and that the auditees have not realized the benefits of GPA, although they know something about the GPA.

The national audit office and its branches should pay more attention to the region where the developmental level of GPA is lower and allocate the auditing resources more efficiently. The government officials should learn more about GPA to realize its benefits and distinguish GPA from the other kinds of government auditing, such as the financial revenues and expenditures auditing. Moreover, the government at all levels should give substantial support to GPA.

The paper empirically analyzes, for the first time, the government auditees' demand for GPA. The paper extends previous studies in this field by surveying auditees who have been neglected but have important impact on the development of GPA.