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Author:Roger Gill
Data Source:[J].Design Studies(IF 1.545), 1980, Vol.1 (3), pp.141-145CrossRef
Author:Roger Gill
Data Source:[J].Journal of Change Management, 2001, Vol.3 (4), pp.307-318Taylor & Francis
Abstract:This paper argues that, while change must be well managed, it also requires effective leadership to be successfully introduced and sustained. An integrative model of leadership for change is proposed, reflecting its cognitive, spiritual, emotional and behavioural dimensions and r...
Author:Roger Gill , Alphonsus Wong
Data Source:[J].The International Journal of Human Resource Management, 1998, Vol.9 (1), pp.116-135Taylor & Francis
Abstract:Japan’s spectacular economic performance until recently has stimulated organizational scholars and managers to consider the application of Japanese management practices in other cultures. This article presents the findings of a study of the validity of doing so in one partic...
Author:... Doris Schedlitzki , Sharon Turnbull , Roger Gill
Data Source:[J].Leadership & Organization Development Journal, 2015, Vol.36 (3), pp.328-343Emerald
Abstract:Purpose(#br) – The purpose of this paper is to take a fresh look at the leadership and management debate through exploring underlying power assumptions in the literature. (#br)Design/methodology/approach(#br) – The paper is a conceptual discussion that draws on the power-bas...
Author:Matt Offord , Roger Gill , Jeremy Kendal
Data Source:[J].Leadership & Organization Development Journal, 2016, Vol.37 (2), pp.289-304Emerald
Abstract:Purpose(#br) – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interac...
Author:Gareth Edwards , Roger Gill
Data Source:[J].Leadership & Organization Development Journal, 2012, Vol.33 (1), pp.25-50Emerald
Abstract:Purpose(#br) – The purpose of this paper is to report on an empirical study of the effectiveness of transformational, transactional and laissez-faire leadership across hierarchical levels in manufacturing organizations in the UK. The aim was to develop a framework of leaders...
Author:... Birgit Schyns , Roger Gill , Malcolm Higgs
Data Source:[J].Leadership & Organization Development Journal, 2012, Vol.33 (4), pp.369-382Emerald
Abstract:Purpose(#br) – The purpose of this paper is to investigate the factor structure of the Multifactor Leadership Questionnaire (MLQ) in a UK context. For a number of years studies have failed to reproduce the original MLQ factor structure. A paper published in Leadership & Orga...
Author:Titus Oshagbemi , Roger Gill
Data Source:[J].Leadership & Organization Development Journal, 2004, Vol.25 (1), pp.93-106Emerald
Abstract:Several studies have examined the leadership styles and behaviour of managers across hierarchical levels to see whether or not the styles and behaviour are similar. The present study collected data from over 400 managers in the UK to research the topic. It found that generally th...
Author:Titus Oshagbemi , Roger Gill
Data Source:[J].Women in Management Review, 2003, Vol.18 (6), pp.288-298Emerald
Abstract:Do men and women have a different or a similar approach to the leadership role? Various leadership styles and behaviour of managers have been researched in several countries to identify similarities and differences between men and women leaders. The present study examines the lea...

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