Industrial psychologists are increasingly being asked to consult with organisations on the management of change. This article describes a case and the implications for professional practice in this area of managerial psychology.

Purpose – This paper explores the “Western” concept of psychological capital in the People's Republic of China (PRC) and highlights critical areas of divergence and notable dimensions of similarity. Design/methodology/approach – This is an empirical study conducted in a wide range of...

Spirituality is a long‐neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there are wider spiritualities that the organizational actor can draw upon and a burgeoning literature on personal meaning...

Analyses the special difficulties encountered by an undercover worker researching unconventional behaviour in the workplace. Posits that the problems of such behaviour cannot be solved without accepting that it is meaningful to the actors. Reports qualitative participant‐observer research in...

A study of US female chief executive officers (CEOs) identifies the women as more creative, better qualified, and appointed to the role of CEO at a younger age. Although female CEOs identify the importance of motivation, personal drive and people skills as key reasons for success, they equally...

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of...

Of general managers in the UK, 74 per cent identify poor relations at board level which seriously impair discussion concerning the future of the organization, thereby leaving the business vulnerable to business and market turbulence.

Given that the top management group sets the “agenda” for any business, their group and individual expectations, attributes and behaviour require consideration. Reports a study of 36 European top teams (443 senior managers), in a cross‐section of industries in both private and public...