Purpose – This paper aims to outline three ways in which a leader's behavior‐in‐context can be examined. As such it moves away from an emphasis on a leader's “performance and personality” and focuses on underlying contextual features which can lead to success or failure....

Purpose – The purpose of this paper is to draw attention to the need to examine non‐conventional motivations of leaders and illustrate how such underlying dynamics can result in executive failure and organisational decline. Design/methodology/approach – The paper reflects on some of the...

Client and consultant in any intervention will have differing needs and expectations of the outcomes of their working association. There seem to be considerable skills demanded on both sides during the process of entering into an “engagement” and lack of care and sensitivity in the early...

This case example is about working in an organisation characterised by conflict and low trust within the top and senior management levels. It sets out the stages of the work that was done, and the resulting, and continuing, positive pay‐offs which have taken place.

Invaluable lessons can be culled from failure, which often provides an opportunity for critical review. The author here divulges some of his own experiences.

Relatively little attention seems to be placed in the literature on the bases by which organisational consultants actually organise and follow through their management and manager development work. Yet effective influencing rests in part on the consultants themselves understanding their own...

This paper discusses a research agenda that arises from unanswered questions and unresolved issues considered in the World Bank’s World Development Report 2006: Equity and Development. After formalizing the key concepts of equity; equality of opportunity; and efficiency, and proposing a...