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This study investigates the relationship of strategic leadership behaviors with executive innovation influence and the moderating effects of top management team (TMT)'s tenure heterogeneity and social culture on that relationship. Using survey data from six countries comprising three social cultures, strategic leadership behaviors were found to have a strong positive relationship with executive influence on both product-market and administrative innovations. In addition, TMT tenure heterogeneity moderated the relationship of strategic leadership behaviors with executive innovation influence for both types of innovation, while social culture moderated that relationship only in the case of administrative innovation. [ABSTRACT FROM AUTHOR]

This study helps to explain why some new ventures make strategic decisions more quickly than others. Drawing on life course theory and human capital theory, I develop a model of how entrepreneurs' individual characteristics affect new venture decision speed. I test the model using survey data from 98 Internet startups and their founder/managers. Results show that firms made faster decisions when they were managed by older entrepreneurs and by those with prior entrepreneurial experience. In addition, exploratory analyses indicating that fast decision-making firms were more likely to close may indicate that prevailing theory in this area is contextually limited. [ABSTRACT FROM AUTHOR]

Executives often spend considerable time and energy trying to influence peers to support new initiatives (e.g., Conger, 1998; Enns, Huff, & Golden, 2001). That said, we know relatively little about how executives actually influence their peers. Using a sample of 132 executives, the present study found that finance executives differed the most from other executives in terms of the influence tactics and contexts used when influencing peers. Human resource executives also differed considerably from their counterparts in operations regarding influence tactics and contexts. Possible explanations, directions for future research, and implications for management are discussed. [ABSTRACT FROM AUTHOR]

We examine how the immigration of leaders possessing different skills, understandings, assumptions, and values can promote change within institutionalized organizations and fields. Our results indicate that American liberal arts colleges were more likely to adopt controversial professional programs during the 1970s and 1980s when led by presidents who had recently migrated either from colleges that had professional programs or from lower-status colleges. [ABSTRACT FROM AUTHOR]

Activation theory suggests that intermediate rather than low or high levels of quantitative job demands benefit job performance and job satisfaction among managers. Using an equity theory framework, I hypothesize that perceptions of effort-reward fairness moderate these inverted U-shaped demand-response relationships. In support of this hypothesis, survey results demonstrate that managers who perceive effort-reward fairness perform better and feel more satisfied in response to intermediate levels of job demands than managers who perceive "underreward unfairness." [ABSTRACT FROM AUTHOR]

Guided by notions from the literature on organizational learning, this paper investigates how product line experimentation and organizational performance change across the careers of top managers. Its subjects are the studio heads who ran all the major Hollywood film studios from 1936 to 1965. The study found first, that product line experimentation declines over the course of executive tenures; second, that there is an inverse U-shaped relationship between top executive tenure and an organization's financial performance; and third, that product line experimentation is more likely to benefit financial performance late in top executives' tenures. These findings are consistent with a three-stage `executive life cycle'. During the early years of their tenures, top managers experiment intensively with their product lines to learn about their business; later on their accumulated knowledge allows them to reduce experimentation and increase performance; finally, in their last years, executives reduce experimentation still further, and performance declines. [ABSTRACT FROM AUTHOR]

This research examines whether it is important if salespeople like their manager. Little is known about the outcomes of manager likeability as perceived by the salesperson. This study introduces manager likeability and investigates its impact on salesperson performance. Drawing on interpersonal attraction and relational identification theory, we show that relational identification is the process by which manager likeability impacts performance. We demonstrate that in addition to driving performance via relational identification, manager likeability strengthens the effect identification has on salesperson performance. Additional analysis indicates that salesperson knowledge mediates the relationship between identification and performance. The study also has managerial implications for the recruiting, training, and development of sales managers. [ABSTRACT FROM AUTHOR]

On the basis of the observation that today's executives increasingly possess significant international experiences, this study of foreign subsidiary executive staffing strategies looks beyond the local/expatriate dichotomy and shifts the theoretical and empirical focus from executive nationality to a more nuanced examination of subsidiary executives' international experience portfolios. The intended contribution of this study is to explore the relationship between home country–host country institutional differences and the quantity and quality of subsidiary executives' previous international experience. I draw on executive cognition theory and the literature on international experience to hypothesize that variety and specificity of previous educational and professional international experiences facilitate subsidiary executives' abilities to manage liabilities of foreignness arising from institutional distance. The findings indicate a positive relationship between home country–host country institutional distance and the presence of subsidiary executives with higher duration, count, and variety of international experiences. However, the findings provide no statistical evidence of higher levels of institutional distance being associated with a higher presence of subsidiary executives with specific international experiences that are relevant to the home country–host country pair. [ABSTRACT FROM AUTHOR]

This study investigated changes in the skill levels of managers which occurred two years following the managers' participation in 360-degree feedback. The major objective was to investigate how skill development, development efforts, and environmental support for development are related. The Management Skills Profile (MSP) was used to measure skills and to give feedback. Of the original 198 managers who received feedback, 48 accepted the opportunity to complete the instrument again two years later. At that time, they also completed a questionnaire surveying what development activities they had completed and the extent to which they received support for development from their supervisor and the organization. The first hypothesis was that, for the group, (a) participants' skills would increase following feedback, and (b) self-other agreement would be greater at Time 2 than at Time 1. This was supported. The second hypothesis was that management skills would be related to later advancement. This also was supported. The third hypothesis was that skill development would be related to both development efforts and environmental support, and that some development activities would be more effective than others. Hypothesis four was that those who put more effort into development (a) would have received at Time 1 ratings which were more favorable and more congruent with their self-ratings, and (b) would have received more environmental support. Hypotheses three and four were only partially supported. The results have implications for what managers can do to develop their skills and how others can support this development. INSET: Table I: Management Skills Profile: Dimensions & Definitions.. [ABSTRACT FROM AUTHOR]

Chief executives in one national and three regional samples participated in a study of the content and structure of their organizational visions. Executives clustered in three groups distinguished by differing orientations to derived factors. Cluster membership was found to be related to the rapidity of firm change, the amount of control the executives exercised over firms, and other variables. Vision showed a multifaceted structure, with factors for vision formulation, implementation, and innovative realism being most prominent. No differences in vision were found with respect to region or firm size, but the responses of executives differed from those obtained in an earlier study of business school deans. [ABSTRACT FROM AUTHOR]

This field study examined the feedback-seeking behavior of 387 managers as observed by their superiors, subordinates, and peers. Results suggest that managers' tendency to seek negative feedback increased the accuracy of their understanding about how these feedback sources evaluated their work. Seeking negative feedback further enhanced the three constituencies' opinions of the managers' overall effectiveness. Seeking positive feedback, in contrast, decreased constituents' opinions of the managers' effectiveness. Such results demonstrate the importance of both instrumental and impression-management concerns in the feedback-seeking process and support the proposition that active feedback seeking is a central part of a total process of self-regulation for managerial effectiveness. [ABSTRACT FROM AUTHOR]

Managers make strategic decisions in response to both problems and opportunities, and when their firms are performing poorly or well. This research investigated effects of these two motives and of organizational performance level on strategic processes. Results indicated that variation in these factors affected the decision processes recommended by relatively inexperienced managers, but not those recommended by experienced executives. These two groups recommended very different processes for making the same strategic decisions, and the executives' approaches were simultaneously rational and intuitive. [ABSTRACT FROM AUTHOR]

This article presents information on a study which examined the interaction of sex and power base using a limited sample of managers. It reveals that characteristics associated with successful managers are more congruent with the traits attributed to men than to women. It also examines how the use of reward and expert power is related to sex-role stereotypes. It was hypothesized that the use of expert power by women would require sex-role inconsistent claims of expertise and competence. It discusses the limitations of the study. The research showed that similar strategies by men and women does not mean there will be an equivalent evaluation of their performance.

The article presents a comparative study on the leadership beliefs of Israeli managers. Study examines factors that affect the shaping of managerial values and role behavior. Also discussed is the influence of organizational characteristics to leadership beliefs. The article considers the relationship of managers' attitudes towards others and their attitudes regarding certain management methods. The study presents a description of a style of management that has its roots in democracy. An earlier study found that managers favor delegating responsibilities, setting goals and sharing information with their employees.

In this article the author reports on research he conducted that examined managers' opinions on leadership and their perceptions of their bosses' opinions on leadership. The study also examined the relationship between leadership and need fulfillment, salary level and career progress. The findings suggest that managers tend to view their own opinions on leadership with greater complexity than they perceive in the opinions of their bosses. The author also notes that these findings should put to rest the hi-hi leadership paradigm that suggests that leaders should be high in initiating structure and consideration.

Researchers have only begun to provide explanations of how top executives' experiences and perceptions influence organizational decisions. Drawing from a broad theoretical base, this study tests the contention that top executives' personal experiences (age, educational background, and work experience), their perceptions of their firms' attitudes toward technology and risk, and their perceptions regarding their firms' past success with collaborative technological development influence their cognitive assessments of potential technological alliances. Results from the study suggest that top executives with a technical education place more weight on the opportunities provided by the alliance than those with other types of education. Moreover, executives from firms that are perceived to emphasize technology and to have had success with technological alliances in the past tend to focus more on the opportunities provided by the alliance and less on the riskiness of the venture. [ABSTRACT FROM AUTHOR]

In this study, we hypothesized that relationships among top managers' goals consensus, means consensus, demographic homogeneity and firm performance would be positive and stronger in a stable industry environment than in a dynamic one. Utilizing a more rigorous methodology, the significant findings of earlier studies could not be replicated. Although the questions remain interesting and important ones, we believe pursuing this line of inquiry further will yield results inconsistent at best and fruitless at worst. Therefore, we urge future researchers to cautiously tread the perilous methodologic minefield that led to our nonfindings. [ABSTRACT FROM AUTHOR]

The article discusses the attitudes of male managers toward women as senior executives of multinational corporations (MNC) subsidiaries. The authors state that women are moving into previously male-dominated roles and occupations and that they are pursuing their ambitions across boundaries they have never before crossed. They suggest that MNCs would be well advised to take note of this development for two reasons. They state that in view of the magnitude of problems anticipated by respondents, most of them concluded that only exceptional women could actually succeed in the job.

Young staff and line professionals and managers confront several common problems in their first few years at work. Based on numerous interviews and discussions, five of the most frequent problem categories are considered: (1) early frustration and dissatisfaction as a result of unrealistic and conflicting expectations; (2) insensitivity and passivity to an organization's political environment and the subjective criteria by which one is really evaluated; (3) loyalty dilemmas as to whether superiors conceive loyalty as obedience, effort, success, protection, or honesty; (4) personal anxiety about one's integrity and commitment to the organization and its activities; and (5) ethical dilemmas as to what are the relevant criteria for judging one's actions--economics, law, religion, common practice, or impact on people. [ABSTRACT FROM AUTHOR]

Researchers and practicing managers interested in the field of strategic management recently have given attention to the types of managers given responsibility for implementing chosen strategies. This interest in matching managers with strategies has resulted in the development of a number of models that describe those managerial characteristics (i.e., personality traits, skills, behaviors) that might be best suited for certain strategies. Some of the limitations of these models are discussed, and a suggested framework for future research is offered. [ABSTRACT FROM AUTHOR]

Recent interest In studying "managerial cognitive styles" has led to the development and use of a variety of instruments. This paper discusses the importance of instrument description, classification, and evaluation by taking issue with several points made by Robey and Taggart (1981) in a recent issue of the Academy of Management Review. Recommendations also are made concerning those criteria that are critical in the development and/or evaluation of cognitive style instruments. [ABSTRACT FROM AUTHOR]

By distinguishing among managerial behaviors according to the time interval over which they are learned and performed and the specificity with which they can be described, three types of skills are identified, and a phased approach to skill training is proposed. [ABSTRACT FROM AUTHOR]

In a sample of 326 US acquisitions between 1975 and 1987, three types of acquisitions have systematically lower and predominantly negative announcement period returns to bidding firms. The returns to bidding shareholders are lower when their firm diversifies, when it buys a rapidly growing target, and when its managers performed poorly before the acquisition. These results suggest that managerial objectives may drive acquisitions that reduce bidding firms' values. [ABSTRACT FROM AUTHOR]

A search of the literature led to the formulation of some hypotheses that Japanese-American managers in Hawaii may be influenced in their attitudes by their ancestral culture. Empirical research produced findings which suggested that there were some differences in the managerial sample studied that could be attributed to culture. [ABSTRACT FROM AUTHOR]

Questionnaire responses were collected from nearly 400 managers in the six divisions of a manufacturing organization, along with company data on division performance. Analysis of aggregate scores for the divisions indicate a relationship among leadership behavior, satisfaction, and performance and a slight relationship between these variables and leadership attitudes. [ABSTRACT FROM AUTHOR]

Interdisciplinary approaches to administration may foster prescientific biases influencing the concepts that theorists develop or judge to be legitimate. This article discusses some of these biases. [ABSTRACT FROM AUTHOR]

This paper throws doubt on the direct relationship between the difficulty of a decision problem and decision time. A formal theory is proposed, hypothesizing that decision makers take longer to choose from four alternatives when two of the alternatives are easily rejected than when all four alternatives are equal. The results of laboratory experiments support this hypothesis, and suggest that decision behavior is related to personality factors. [ABSTRACT FROM AUTHOR]

This article examines the relationship between the success of industrial managers and their attitudes toward certain management policies. The eight policy areas examined are primarily related to personnel and general management. The manager's choice of policies in several of these areas is related to success, both across the entire sample and within the firms. [ABSTRACT FROM AUTHOR]

The article presents advice on how aspiring managers can promote their own careers. Findings related to the career progress of a sample of businessmen interviewed in a study conducted by the authors are presented. The study sought to determine why some businessmen advance rapidly in management careers while others possessing similar skill sets and experience do not. Research results are described, and the authors note several common characteristics present in businessmen that advanced rapidly, as well as those that did not.

Taking into account today's mobility of managers in banking and financial industry, the challenges of the digital transformation of financial institutions' operating, modern effective development of bank managers cannot force them, for all good intentions, to accept the goals of the Bank, much less can such development manipulate their behaviourso as to adjust it to organizational needs. Effective development of bank managers, today, actually entails encouraging establishment of relations in which an individual manager can take responsibility for the development of their own potential, to draw up their own development plans and to learn lessons from the implementation of these plans into action. Nowadays, banking managers are required to exceed the limits of their job description, they need to know more, have to think more and take more responsibility for the results. These are the key postulates of human capital in a contemporary commercial bank. Actually it is a contemporary transition from hard-line Taylorism to the behavioural approach which is made to relocate the focus from job description onto the skills and individual potential. Competence becomes a source of competitive advantage for the individual and for the bank, whereas competence development becomes a comprehensive, purposeful and lifelong motto of modern corporate life of a manager in the banking industry. This paper will focus on the analysis of preconditions for the development of competencies of middle managers in the banking industry in Serbia, in light of the issues and corporate environment where the development occurs and the increasing challenges of the digital transformation of operating that questions the need for traditional management of a team creating results in direct contact with clients. [ABSTRACT FROM AUTHOR]

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This article presents a response to the article "Budget-Induced Pressure and Its Relationship to Supervisory Behavior," by Don DeCoster and John P. Fertakis that was published in Autumn 1968 issue of the "Journal of Accounting Research." The authors suggest that the results of DeCoster and Fertakis' study are in line with the findings of previous studies. DeCoster and Fertakis looked at the relationship between budget pressure and supervisor behavior, finding a correlation between budget pressure and the initiating structure and consideration aspects of leadership behavior.

Purpose: Main purpose of the article is to recognize the polish managers attitudes towards a problem of age management and spotting main changes. Some previous scientific research will be the base for the comparison process. Methodology/approach: The importance of the problem of age management in a contemporary enterprise was justified. The basis for the analysis were results of the research conducted among top and middle-level managers. The managers assessed many aspects of this problem. Several of those problems were interpreted in the paper. These were, references to knowledge and views of practices in the scope of development of organizational work potential. A counterpoint for the analyses were results of the national research conducted two years earlier, where the respondents were mainly owners and top managers. Findings: The empirical results from 2014 year are similar to previous scientific research. It was also confirmed that large enterprises are more involved in the complexity solutions of age management. We can notice positive approach of line managers towards elder workforce. Implications: In face to old society the problem of employ elder workers will be progressing. Polish organizations should adopt well known standards of age management. Originality/value of the paper: Empirical researches results have special value for recognizing contemporary and future managerial challenges. Identification these important challenges, could help in formulating fi rm's personal strategies. [ABSTRACT FROM AUTHOR]

Leadership is not what the leader does, but what is done by the leader and the team together. The leader's competences are requisite not only to the political leaders but also to the managers of big corporations. The skills of active influence on the social reality underlie each successful business and each successful career. The main purpose of the article is to propose a model for development of the leader's competences of the manager. The main result to be achieved is designed model of leader's competences development by the means of which the areas in which the manager needs improvement shall be developed. The major research methods used in this work are method of comparison, intuitive and systematic approach, method of analysis and synthesis. [ABSTRACT FROM AUTHOR]

In this article, we elucidate that exploring managerial talk through the lens of metaphor might offer an opportunity to bridge the often acclaimed gap between rigour and relevance in management research and education. Building on an interpretative research approach and a qualitative field study among managers from the Netherlands, Poland and the United States, we reveal that managers view their day-to-day interactions in relationships with suppliers and clients as if they perform acts, play games and fight battles. These findings corroborate extant research, but they also show that combining (a) the use of metaphor as an analytical tool with (b) a focus on managers’ perceptions of their own and others’ micro-level behaviours offers substantial potential for synthesising theory with practice. More specifically, we argue that the layered nature of metaphors – on a primary level helping us imbue meaning to raw observations, and on a theoretical level drawing our attention to potentially interesting constructs – propels confrontation and symbiosis between research and practice. Simultaneously, a focus on micro-level behaviours enhances recognisability for practitioners, while facilitating the emergence of fine-mazed patterns underlying emerging constructs on a theoretical level. [ABSTRACT FROM PUBLISHER]

Insufficient attention has been paid to behavioural influences on the implementation of the ‘Workload Control’ (WLC) concept – a Production Planning and Control (PPC) approach for small and medium sized Make-To-Order companies – and there is an implicit assumption that managers are rationalistic in their decision-making. This paper analyses the effects of both managerial decision-making behaviour and the size of a company’s order book, affecting the number of decisions that have to be made, on two case study implementations of a WLC system. The Recognition-Primed Decision (RPD) model from the Naturalistic Decision-Making literature is used to unpack the first case where implementation failed. This highlighted a misalignment between how the company’s owner-manager initially made operational decisions and how a rationalistic WLC system functions. But the company is studied over six years, allowing us to show how the owner-manager was forced to transition from the RPD model to a more rationalistic approach to PPC as the size of the order book increased. A second case study is then briefly presented in which WLC system implementation was successful; the RPD model was not strongly evident and the size of the order book was greater to begin with. The paper helps to understand the decision-making behaviour of managers in small companies and how it may conflict or be misaligned with the rationalistic assumptions underpinning the WLC concept. This provides a possible explanation for why few successful implementations of the concept have been presented in literature. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to investigate the influence of leaders' Theory X and Y managerial assumptions on subordinates' attitudes and behaviors. Design/methodology/approach -- Military leaders (n = 50) completed a questionnaire with Theory X and Y scale and their subordinates (n = 150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses. Findings -- The results indicated that the Theory Y management style is significantly and positively associated with subordinates' satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates' satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Research limitations/implications -- The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings. Practical implications -- The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Originality/value -- Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature. [ABSTRACT FROM AUTHOR]

Amidst growing claims very recently by several distinguished scholars that business management should be considered as a true profession, we evaluate its professional status from a sociological analysis of the profession. We argue that whether it is a profession or not, the managers need to demonstrate professionalism. We understand the notion and meaning of professionalism and its importance for professions and non-professional occupations. In course of evaluating and discussing professionalism by Evetts, as embodiment of elements of both occupational value and ideology, as controlling the organization of work of business managers, we argue that professionalism of business managers is best understood when the 'notion of control' is embedded in the very idea of 'character'. [ABSTRACT FROM AUTHOR]

The article presents a discussion on the gap between project management (PM) training and PM performance in the U.S. Topics discussed include PM learning planning errors, the concept of the Closing the Gap progression, and the significance of knowledge, skills, attitudes, and behavioral attributes in PM learning.

Purpose – The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. The paper aims to address these issues. Design/methodology/approach – The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. Findings – Four criteria of micro firm managerial capability emerge from micro firm managerial traits in the literature namely, leadership; strategic thinking; problem solving and people relationships. The review also shows that micro firms are embedded in three resource pools which include stakeholder ties; the local community and the proximate market environment. Micro firm managerial capability is argued to emerge from the interaction of the managerial capability criteria and the resources in a process mediated by the resource based and dynamic capabilities perspectives from the strategic management literature. Research limitations/implications – A gap in the academic literature is identified and the proposed theoretical model is presented to address this deficiency in the literature. Future empirical research is recommended. Practical implications – This proposed model will allow practitioners to better conceptualise and design programmes that will assist companies in developing managerial capabilities to innovate. Deep links between hotel industry practitioners and the academic community will enable the effective dissemination of the research. Originality/value – Hotel micro firms play an important social and economic role. There has been little research into how they innovate and specifically into managerial capability for innovation in context. The present research uses conceptual research to map the field and identify critical avenues for future research. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this article is to address the importance of storytelling in the twenty-first century business context where the emphasis has shifted from the trainer to the learner, from the producer to the consumer and from the leader to the follower! The article underlines the human side of management business and introduces the ancient tool "storytelling" for inspirational leadership.Design/methodology/approach – The article aims to provide the author's insight and practical advice on storytelling in leadership communication rather than a theoretical approach. The insights are also supported exemplifying real life storyteller leaders.Findings – The article provides insights about how storytelling skill supports leaders in their communication. It suggests that leadership communication should focus not only in the content of the message but also the context as well. It also recommends leaders to excel at the art of metaphor to become a skillful storyteller leader.Research limitations/implications – The opinions expressed in this article represent the author's own point-of-view.Practical implications – The article includes implications for developing the storytelling skills of leaders which is required in order to establish a sustainable leadership communication in the fast pace of change of the twenty-first century business context.Social implications – The article includes implications for authentic leadership with its approach to address the human aspect of management.Originality/value – This article addresses the need for leaders to study how storytelling can be used as a tool in their leadership communication. [ABSTRACT FROM AUTHOR]

The article examines the uses and functions, as well as the places of rituals and ceremonies in leading and managing people. It emphasizes the need to apply the rituals and ceremonies by leaders and managers to better do their role and responsibilities. It suggests that leaders and managers can do better by asking good questions while learning, adapting and growing in the job.

This study examines the effect of leadership changes on (1) the initiation of organizational turnarounds, (2) turnaround performance, and (3) the leadership approaches adopted. Set in an Irish context, we use four in-depth case studies purposefully selected at different stages of the turnaround process. In our findings we describe under what circumstances chief executive officer (CEO) changes are likely; the importance of humility, trust, and integrity to turnaround leadership; and why certain companies might purposefully delay the implementation of CEO changes. In addition, we found that newly appointed outsider CEOs and insider leaders who are not replaced are differentiated in the manner by which they manage expectations and implement retrenchment-oriented moves at the outset of the turnaround process. [ABSTRACT FROM AUTHOR]

This research was conducted within one of the major French carmakers, which outlined in autumn 2008, a general plan for the voluntary departure of 4000 employees in France by April 2009, with an additional 2000 job cuts expected elsewhere in Europe. We focused our attention on a group of 21 managers who decided to remain in their organization. Our primary aim was to see how these ‘survivors’ weathered the storm of human resource (HR) measures being taken by their employer. We conducted our research longitudinally through regular qualitative interviews, between January 2009, which was the peak time of the departure plan, and October 2009, which was a few months after it had ended. Our analysis shows that the managers' reactions have evolved from a ‘wait-and-see’ phase (Time 1) to a relief stage (Time 2), then to a doubtful phase (Time 3) and a return to normal at Time 4. We pointed out three factors that might explain this evolution: (1) the personal emotions related to the policy; (2) the other HR policies that were simultaneously conducted during the crisis; and (3) the evolution of the context of the company and of the global economy during the period. [ABSTRACT FROM PUBLISHER]

The present study was carried out to examine the role of transformational, transactional, and laissez-faire leadership styles in predicting innovative work behavior among bank managers of Rawalpindi and Islamabad. Multifactor Leadership Questionnaire (MLQ; Bass & Avolio, 1990) and Innovative Work Behavior Scale (Butt, 2006) were used for data collection. The sample of the current study comprised 100 bank managers including men (n = 78) and women (n = 22) with age range from 30 to 55 years (M = 33.42, SD = 9.13). Stepwise regression analysis was applied to see the effect of leadership styles on innovative work behavior. Results showed that transformational and transactional leadership style positively predicted innovative work behavior whereas laissez-faire leadership style negatively predicted it. t-test revealed women bank managers to have more transformational leadership style and men to be more innovative. In case of bank sectors, public banks had more transformation leadership style and private bank were more innovative. Findings of the study are in line with the theoretical assumptions of transformational and laissez-faire leadership style but inconsistent for transactional leadership style. Practical implications are discussed and suggestions for future research are made. [ABSTRACT FROM AUTHOR]

Purpose -- This paper aims to provide a deeper understanding of behaviors effective technical managers and executives use to lead complex projects, programs and organizations. Design/methodology/approach - Described is a qualitative study to identify and document behaviors and attributes of effective technical executives at NASA. Methods included observation, shadowing and interviews with 14 NASA executives, who possessed a technical background and a systems orientation, and whom agency leadership identified as highly effective in their roles. Included also is a review of related theoretical and empirical scholarship on leadership and managerial effectiveness, focusing on research describing leaders' behaviors and competencies and approaches to deal with project and organizational complexity. Findings -- The study surfaced 225 observable behaviors clustered into 54 elements, within six broad themes: leadership, attitudes and attributes (including executive presence), communication, problem solving and systems thinking, political savvy and strategic thinking. Research limitations/implications -- Limitations include the small number of executives interviewed for 60-90 minutes and observed for a brief period. Future studies might include more executives, from a variety of organizations, and/or employ a quantitative approach based on or incorporating these findings. Practical implications -- The study's rich data will serve as a framework to help develop technical executives where complexity and technology drive the need for systems-oriented leaders with technical backgrounds. Originality/value -- The study and literature review provide a context for a deeper understanding of technical leaders' behaviors and use of systems thinking within complex situations. [ABSTRACT FROM AUTHOR]

International marketing has performed extremely well during the second half of the twentieth century. During this period, the role, skills, and performance of marketing professionals have changed. This article examines these dramatic changes. We examine the changing role of marketing professionals in four distinct periods: 1945–1964, 1965–1984, 1985–2004, and 2005 forward. These periods are labeled as ages of coincidence, confluence, commingling, and creative conflicted collaboration. The role, skills, and performances of marketing professionals are analyzed as they emerged and changed. The article posits that as globalization continues as an unstoppable movement, the roles of marketing professionals are likely to emerge as a changing strategic tool. We carefully analyze professionals as one of the critical “Ps” of the marketing mix and examine their role in ever-successful international marketing and its relationship to globalization. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

On 24 March 2010, Keith T. Darcy, Executive Director, Ethics and Compliance Officer Association, made a presentation at the First Annual Ethical Leadership Conference presented by The Institute for Ethical Leadership, Rutgers Business School, and The International Journal of Disclosure and Governance. Mr Darcy traces the trajectory of the recent financial meltdown from the lingering effects of the Enron era through the disappearance of Lehman Brothers and Bernie Madoff's US65 billion fraud. He discusses the role of ethical leadership, the need for strong ethical culture, the importance of trust and the ethical challenges facing our future leaders. Mr Darcy concludes with the need for strong leaders who are willing to share their stories and have the courage to live their values. His speech is transcribed below in its entirety. [ABSTRACT FROM AUTHOR]

The article focuses on the Actions-to-Value framework that helps quantify managerial actions for an organization's long-term success. It says that managers often work without fully understanding the impact of their actions to the organization. It states that Actions-to-Value framework illustrates the pathway from managerial attitude to long-term value by an understandable, informal causal sequence of direct effects on every intervening variable. It also states that measuring operating actions is among the most important, yet challenging aspects of business management. It says that the steps in the framework, which include managerial actions, nonfinancial measures, and operating profit, moderate the link between frequent managerial actions and long-term organizational value.