The last 15 years or so have seen the emergence of a powerful management philosophy known as value‐based management (VBM). The premiss underlying this philosophy is that management’s primary responsibility is to maximize value for shareholders. Much of the work which has been done in this...

Contends that in addition to the role of leadership as a fundamental organizational competence, leadership may be defined in terms of vision and shared values. Vision is conceptualized in holistic terms. Defines vision as an imagined or perceived but consistent pattern of communal possibilities...

The paper considers the need for an evolution in managerial skills in the twenty‐first century, and considers the required change in the nature of business schools and management development. Considering the history of management development in the UK and overseas, the paper uses the case...

Aims to make critical comment on the role of expert consultants and the contribution of communication in organisational decision making, through reference to theory and case studies. The three case studies analyse factors in decision making processes at different stages and relating to different...

The traditional image of a good leader is someone who is resolute and decisive. Research, however, indicates that the so‐called “macho manager” approach to decision making is potentially counterproductive because it not only leads to hasty choices but prevents withdrawal when decisions...