Purpose – The purpose of this two‐part article is to introduce engagement and review key research on engagement‐related factors. Design/methodology/approach – The author conducted a literature search on employee engagement and pilot interviews with ten professionals. Findings –...

Most employees at present feel overworked and under‐appreciated. During times of change when we are asking them to do more with less, they report feeling less valued and more stressed for their efforts than ever before. Recognition represents the single most validated principle for driving...

Purpose – This article aims to present some further research findings that explore the relationship between influencing behaviour and team role behaviour. Design/methodology/approach – The research is based upon data collected by the authors during training and development activities that...

Purpose – This is the first of two papers that concern employee engagement, this one aims to review the literature and the second, to be in the next edition, aims to look at a detailed study at a large UK motor vehicle retailer the RRG Group. Design/methodology/approach – The aim was to...

Purpose – The purpose of this study is to demonstrate how delving into the data that measures business performance generates a detailed understanding of the issues that provides a platform for improved business results and teamwork in parallel. Design/methodology/approach – An initial event,...

Purpose – This paper aims to explore the relationship between the worldviews of leaders and their corresponding leadership styles. It also proposes a leadership development framework integrating training strategies and pertinent leadership skills. Design/methodology/approach – The paper...

Purpose – The purpose of this article is to identify how to manage bosses well. Design/methodology/approach – Structured interviews and surveys with over 1,000 managers at all levels across industry sectors in the UK: cross‐checked with smaller survey groups in other countries to identify...

Focusing on the need for transformational leaders in organisations, animal metaphors are used to identify three sorts of leaders commonly found – sharks (who like to win at all costs), carp (who keep a low, passive profile) and dolphins (who are proactive, learn from setbacks and use...

Perhaps the single most powerful competitive edge any company can have over the next decade is – providing superlative service. As technology progresses at a rapid pace and the benefits of any organization or product bear remarkable similarity to a competitor′s, the one sustainable,...

Presents new models for managing people. Part one explores underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...