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Wickens, Peter - In: Management Development Review 5 (1992) 5

Management development as a separate, discrete area of activity in training is no longer viable. Challenges the status quo but gives an explanation of the need for companies to look at how they manage themselves and devolve responsibility with reference to the author′s own company.

Persistent link: https://www.econbiz.de/10014936707

CREATING A NEW LEADERSHIP INITIATIVE

Simmons, Michael - In: Management Development Review 6 (1993) 5

Examines traditional styles of leadership in the light of the new challenges and changes of the 1990s. Proposes that … they are becoming more and more inappropriate and gives a check‐list for a new and more appropriate leadership. Concludes … that we ought to be developing a leadership approach which reflects the values and ideas which need to be developed in a …

Persistent link: https://www.econbiz.de/10014936766

Looking at Developing Leadership

Davies, George - In: Management Development Review 7 (1994) 1, pp. 16-19

Details the development programmes run by Cambridge Management Centres. Leadership development is high on the training … and learning agenda and the Centres believe that leadership can be developed in most people by designing and delivering … supportive leadership development programmes which also help to explore individual personality preferences. …

Persistent link: https://www.econbiz.de/10014936786

Integrated Leadership Assessment

Hrynkiw, Nancy - In: Management Development Review 7 (1994) 2, pp. 35-37

identify current skills and to develop potential and includes a quiz to help identify leadership style. …

Persistent link: https://www.econbiz.de/10014936795

Lessons in leadership

In: Management Development Review 10 (1997) 1, pp. 18-19

What does it take to lead a company which is learning to change and changing to learn? Discusses the practices and principles of proven leaders from firms such as PepsiCo, Tata, Toyota and Wal‐Mart.

Persistent link: https://www.econbiz.de/10014936803

Ameritech rings the changes

In: Management Development Review 10 (1997) 1, pp. 20-22

As the speed of change in the business world continues to increase, it is clear that few companies can afford to slow the momentum of continuous transformation merely to give themselves time to find and install a new chief executive. The experience of US telecommunications firm Ameritech...

Persistent link: https://www.econbiz.de/10014936804

Teaching business leadership through martial art

In: Management Development Review 10 (1997) 2, pp. 64-65

Western managers are being trained to take a less confrontational approach to business ‐ ironically by learning the principles of a Japanese martial art. Highlights the lessons of aikido.

Persistent link: https://www.econbiz.de/10014936822

Best practice in people management

In: Management Development Review 10 (1997) 5, pp. 179-182

The number of companies attempting to benchmark the activities of their human‐resource department ‐ that is, to compare it with different organizations considered to be the best in their class ‐ is growing. Discusses best practice in the area of people management, based on a benchmarking...

Persistent link: https://www.econbiz.de/10014936852

Leadership : is … something to be shared by everyone

In: Management Development Review 10 (1997) 4, pp. 121-123

How can workers best be encouraged to give their energy and commitment to the company? In the 1980s, performance‐related pay was favoured. Rejects that approach and emphasizes the need to build a partnership between workers and management, and for all to feel involved in every aspect of the firm.

Persistent link: https://www.econbiz.de/10014936858

Unleasing the power within

In: Management Development Review 10 (1997) 4, pp. 124-126

director of Insights Ltd. Here, he argues that leadership is the main factor in improving people’s performance. …

Persistent link: https://www.econbiz.de/10014936859