Questionnaires assessing subjects′ perceptions of charismatic and non‐charismatic leaders were administered to civilians and military officers. Results provided support for House′s 1976 model in that many traits distinguished charismatic from non‐charismatic individuals. Additionally,...

Leadership is best seen as the psychological process of accepting responsibility for task, self and the fate of others. There are variations in the scope and impact of these responsibilities which can be considered as instrumental, developmental, regulatory and symbolic, but they all weigh upon...

The application of creative methods and techniques for managing conflict and change in a stressful environment is described. Praise, communication methods, a creative problem‐solving model, participative management, job clarification interviews, and effective listening skills were used to...

Based on the work of Jurgen Habermas, language and communication and ways to move from words to communicative action in the business environment are discussed. Information is not the basis of communication. Rather, it is language and understanding. Language operates on two levels, a technical or...

Organisations are very much aware of the importance in retaining their professional, key personnel. An appreciation of the motives that activate and sustain employees′ behaviour is paramount in career management. The findings of a survey which analysed the career development of construction...

Practical, effective assistance is provided to senior level managers on how to revitalise and improve the performance of their organisations. The six elements identified as necessary for successfully implementing and managing change are: create; communicate; translate; implement; evaluate; and...

On the one hand industrial and business managements pay lip‐service to creativity, but on the other hand they show scant recognition of the characteristics of creative people. And yet it is on scientists and engineers of a special kind, as well as many other creative people, that the future...

This article aims to clarify some obstacles for creative activity which have been existing in Japan – especially through socio‐cultural views. (It may be refreshing to see an article about several of the weaknesses of Japan because so much can be seen about the success of Japanese firms!)...

Being both in the academic and management consultancy worlds, one can be haunted by questions about the validity and integrity of what is sometimes done in the name of “stimulating creativity and innovation”. Here are expressed some private, even perhaps “darker” thoughts, doubts and...

Current thinking on leadership styles emphasises two major categories which can be roughly classed as task‐oriented and people‐oriented. This article reports empirical work supporting a third style which is active in creating and supporting renewal within organisational systems.