Why do we idolize our leaders? Maybe it is because our culture still admires individualism, or maybe because we fear what is to come. But either way, says Raelin, we must develop a shared management style in order to brave the future. Following someone strictly for inspirational vision can be a...

This article and its commentaries shed light on reflective practice, a reflection of past experiences to ponder the meaning of what has recently transpired to one's self and others in the immediate environment. It incorporates a rationale for reflective practice; strategies to encourage...

It is through public reflection that we may create a collective identity as a community of inquiry. But how does public reflection differ from introspection, and how does it contribute to self and organizational learning? In this article, the author uncovers the many traditions which constitute...

This paper attempts to remedy the inattention heretofore paid to the action project in the work-based learning literature. It begins with the assertion that there can be no substitute for real-time experience in human resource planning and development programs. Action projects afford real-time...

Executive management as a distinct occupational category from general management seems to be becoming increasingly professionalized. From a power perspective, CEOs dominate the decision-making apparatus of our major business enterprises. From an attribute approach to professionalization, there...

This special issue has been constituted to distinguish the burgeoning action strategies which are now being practiced by organization and management development practitioners around the globe. Its aim is also to look for common ground across these popular action strategies.

Salaried professionals may exhibit organizational deviance when faced with conflict resulting from their mutual role as professional and employee. Some of this behavior may be directly harmful to both the individual and the organization, whereas some may constitute adaptive maladjustments. An...

A study was performed to determine whether an "organic" set of competencies might be beneficially derived for a specific managerial population based upon the use of a prior "generic" competency instrument. The organic set differed substantially but was found to be useful as an indicator of...

The Persean ethic in managerial practice refers to the willingness of managers to follow through on their espoused beliefs with others in their immediate working network. It is considered to be among the most important of managerial practices since through it managers can monitor their beliefs...

Kurt Lewin's referral to action research as a way to conduct systematic inquiry into group phenomena gave rise to the so-called 'action technologies.' Two of the most popular action technologies that emerged from action research are action learning and action science, both of which seek to help...