This article briefly reviews the history of leadership theory and practice and outlines the major components of an expectancy or path‐goal approach to the leadership and motivation of subordinates. Key concerns which are necessary for a leader to positively impact on subordinate effort,...

An inspiring leader is perceived by followers to be knowledgeable, enlightened and sensitive to the problems at hand. From this, follower confidence is built. Followers share with the leader common beliefs about what is wrong, beliefs that the leader articulates publicly for them. Unlike the...

Managers must adapt their leadership styles to fit the demands of the situations they face. One of the necessary manifestations of this view is the need to adapt the form and degree of participation in decision making by subordinates, to the personalities of the subordinates, the decisions to be...

Traditional management education sessions are based upon the usual lecture inputs on concepts, ideas and research. They are followed up by historical standard case studies, together with experiential simulations, all supported by group discussions. The process of action learning confronts the...

A playful review of America, particularly since the 1960s, taking into account the changing attitudes of society and how this has shaped the destiny of individuals and of America as a whole. Were the “achievements” of each decade really such, or were they trampled upon and lost in the...

This article examines top level management leadership and its impact on organisational excellence. An organisational life cycle model of leadership is developed which posits that top level leadership requirements differ across different stages of an organisation's life cycle. Such requirements...

How career management becomes a tool for strategic control and development is outlined. Three phases to career development are identified: exploration, establishment and mid‐late career. On this basis career management questions and the implications of research are explored, leading to the...

Management development practice within ICI is discussed. The proposition that a manager is only as good as the culture in which he works (its general standards, values, behaviours, control and rewards systems) is considered. The culture of an organisation can have both a positive and a negative...

Management development is seen in many organisations as an added luxury. In this article, management development is discussed as a long‐term process which requires a tough business‐like approach. Drawing on observations made over a number of years of working with various organisations,...

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb002183. When citing the article, please cite: W.A.G. Braddick, (1984), “How Top Managers Really Learn”, Journal of European Industrial Training , Vol. 8...