Identifies four separate and distinct patterns through which managerial and micropolitical styles may be acquired by means of modelling. Each of these patterns is illustrated by examples drawn from research in two British‐based organizations, which invited managers to describe how they had...

In the UK, management consultancy is a £2 billion per annum business sector. Major consultancy firms are global or European enterprises which match and perhaps lead the emerging global or regional ature of markets. Yet little is known about these agencies of change, these intelligence networks...

Sir Peter Parker has been a leading British figure in management, in management education and development for many years. In this conversation with Bruce Lloyd, Sir Peter reflects on the social, political, economic and international context of management and organizational development. His...

Understanding how to manage the boss requires an awareness of the different types of bosses, their personality and their management styles. Describes six different types of manager: the bureaucrat, the autocrat, the wheeler‐dealer, the laissez‐faire manager, the reluctant manager, and the...

Starts with a general theory of leadership and then specifies 25 leadership competences. These, taken together, define the “model leader”. The term model leader is used as an ideal type to designate the hypothetical individual who possesses all 25 competences in full measure, and who could...

Suggests that transactional analysis provides useful models for developing leadership styles. Uses concepts of ego states and assessing quadrant to describe benefits and drawbacks of four key communication channels and shows how they relate to leadership. Uses the same model to explain stages of...

Organizational effectiveness depends upon a capacity to build and maintain an identity congruent with environmental realities. Much recent literature on leadership insists upon the leader as holder of vision and values. Here, this literature is reviewed and is seen to create problems for the...

Offers a conceptual framework which relates leadership development to theories of leadership. The framework suggests that programmes of leadership development should include three components: developing self‐efficacy in the domain of leadership, developing awareness of different modes of...

While some women have emerged as leaders within contemporary organizations, they occupy one‐third of managerial and professorial positions in Canada while composing approximately one‐half of the workforce. At top managerial levels, they occupy less than 5 per cent of senior positions....

To be able to make sense of “Learning for Leadership” it is necessary to understand each of these vast subjects i.e. Learning and Leadership. Details the results of a research programme over a umber of years that looks at leadership from a management development viewpoint to identify what...