Describes an empirical research study focusing on a specific form of personal development for managers – the use of the outdoors. This development activity is believed to enhance managers′ understanding of themselves and the ways in which they interact with others, enabling them to operate...

Describes a longitudinal study which examined the social style profile (SSP) as a predictive tool for managerial success over a ten‐year period. The SSP has been used extensively in the USA to measure leadership behaviours and has served as a foundation for a wide variety of leadership...

Numerous organizations find themselves in a “turbulent field”. The greater the complexity of their environment, the greater is their external uncertainty. It is possible to cope with these uncertainties by structuring the organization differently and bringing about a new way of thinking....

Examines the relationship between managerial innovation (dependent variable) and sex, age, education, organizational level, and length of service as independent variables. The sample of this field survey included 293 managers in the civil service in Jordan. Primary data have been collected by...

The changing perception of the nature of managerial jobs has had profound implications for management trainers and developers. Some managers′ role has evolved from task managers to people and role player. Trainers can no longer rely solely on provision of the task‐related management...