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Leadership Style

Designing Recruitment, Selection & Talent Management Model Tailored to Meet UNJSPF's Business Development

With the upcoming demographic shift, the organizations trained to bridge the gap between traditionalists/boomers and GenX and GenY, mindful of their different values, will be able to succeed, attract, retain and engage the GenX and GenY, this talented generation of em-ployees. 

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Posted on:2015-11-04

Toxic Leadership Part Deux

ASK A GROUP of military officers and noncommissioned officers if they have considered leaving the profession of arms because of the way a supervisor treated them, and, depending on their time in service, anywhere from a third to all of them will raise their hands to say yes. However, what we should recognize about such an informal polling process is that we are only addressing the survivors. We have no idea how many actually left, and whether those who chose to leave were talented contributors chased out by bad leadership or low performers not suited for a military career. Spend some additional time with those who raised their hands and, if you give them a chance to tell you, you will hear some tales of abuse that are inconsistent with a world-class organization. 

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Posted on:2015-11-04

Narcissistic CEOs and executive compensation

Narcissism is characterized by traits such as dominance, self-confidence, a sense of entitlement,
grandiosity, and low empathy. There is growing evidence that individuals with these characteristics
often emerge as leaders, and that narcissistic CEOsmaymake more impulsive and risky decisions.
We suggest that these tendencies may also affect how compensation is allocated among top
management teams. Using employee ratings of personality for the CEOs of 32 prominent
high-technology firms, we investigate whether more narcissistic CEOs have compensation packages
that are systematically different from their less narcissistic peers, and specifically whether these
differences increase the longer the CEO stays with the firm. As predicted, we find that more
narcissistic CEOs who have been with their firm longer receive more total direct compensation
(salary, bonus, and stock options), have more money in their total shareholdings, and have larger
discrepancies between their own (higher) compensation and the other members of their team.
© 2013 Elsevier Inc. All rights reserved.

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Posted on:2015-11-04

Healthcare leadership: Learning From Evaluation

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

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Posted on:2014-06-06

Gender and Personality in Transformational Leadership Context

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

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Posted on:2014-06-06

Business co-creativity with an eye towards MENA

Purpose – The purpose of the paper is multifold. First, an understanding for creativity in an organizational setting is elaborated. Second, the emergence of creativity as a universal phenomenon is discussed. Third, an integrated framework focusing upon processes and group composition to affect co-creativity is developed. Additionally, this paper begins an intercultural exploration for business and managerial purposes in the Middle East and North Africa (MENA).
Design/methodology/approach – The methodology is a literature search of theoretical and empirical plus cultural studies to support this paper that includes a process model for future application. Since there are cultural studies available mostly about individual countries in the Arab world the cultural variables will be isolated and they will be referred to in order to exemplify an assessment of creativity in MENA.
Findings – This paper contributes to the literature by exploring answers to the business world’s questions of what could be barriers and enhancers of creativity not only in the Western world but also in the Arab world. In order to stimulate co-creativity as quickly and as effectively as possible in the Arab world, there must be flexibility, generosity, loyalty, trust, fairness, shared communication and synthesized ideas. Most probably these factors are universal for co-creativity.

Laura Baker
International Industrial Management,
FH Joanneum University of Applied Sciences, Graz, Austria, and

Stephan Sonnenburg
Faculty of Management and Performance,
Karlshochschule International University, Karlsruhe, Germany

Organizations are striving for transformation in order to be creative and/or innovative. Precisely, transformation needs co-creativity as most transforming acts in organizations are based on interactive situations. However until now, it is not clear what co-creativity is and how to foster co-creativity. The value of this paper is to integrate a universal definition and understanding of co-creativity while examining the cultural context of MENA.

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Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

Posted on:2014-06-06

Qualitative Research Methods in International Organizational Change Research

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

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Posted on:2014-06-06

Organizational learning in educational settings (technical): an Indian perspective

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

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Posted on:2014-06-06

The Use of Benevolent Leadership Development to Advance Principles of Responsible Management Education

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

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Posted on:2014-06-05

How top Management Team Diversity Fosters Organizational Ambidexterity

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

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Posted on:2014-06-05

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