The transformational leadership concept differentiates between instrumental motivation and normative commitment. The high motivation levels, the relative freedom given to junior officers, and the esprit de corps in infantry units in the Israeli Defence Forces (IDF) have made the concept of...

Deals with the manager and the organization from the point of view of personal counselling of managers. Sharpens the different perspectives from which organizational counsellors may view the work of counselling, perspectives that are apt to lead to conflicts of perception between helping the...

Notes that the relationship between leader and led may involve four types of process ‐ transactional processes wherein the leader conducts rewarding motivational transactions with his/her people; projective processes wherein the leader serves as a “screen” for transferential projections to...

Examines the manner in which followers’ cultural background affects their perception of leadership. Being common in many comparative cultural studies, the full range model was chosen as the theoretical framework for investigating the research questions. The model includes nine leadership...

Purpose – By comparing “leaders” with “non‐leaders” the current research attempts to shed light on the impact of early experiences on leaders' development. Design/methodology/approach – The study is presented in two parts, quantitative and qualitative. In the first (quantitative)...

Purpose – Psychological research on leadership deals mainly with the effect of leadership styles on workers' attitudes and performance. This paper seeks to focus the attention to patterns of preference of followers to different types of leaders. Design/methodology/approach – In the two...

Coaching is a much‐discussed topic on which little has been written at a thoeretical level. Relates coaching to Bandura′s theory of sefefficacy and Schon′s work on developing reflective practitioners. Claiming that enhancement of self‐efficacy (a sense of mastery in a particular domain)...

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...

Leadership literature in the past decade has drawn a sharp distinction between three types of leadership: transactional, charismatic and transformational. The leadership literature has dealt extensively with the sources and aspects of these leadership patterns, particularly in the context of...

The approach to organizational learning in this article is anchored in structural and cultural facets. The structural facet focuses on organizational learning mechanisms, which are institutionalized structural and procedural arrangements allowing organizations to systematically collect, analyze,...