Leadership & Organization Development Journal

Les Worrall; Cary L. Cooper

1999 Leadership & Organization Development Journal

doi: 10.1108/01437739910251125

Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK managers and the impact of organizational change. Examines the patterns of actual working hours generally and by managerial level before going on to explore the reasons managers give to explain their work patterns (over contract hours, evening and weekend working). Contains an assessment of how managers trade‐off work and non‐work activity and the impact of long working hours on managers’ health, morale, productivity, social life and relationships with their partners and children. The analysis reveals a strong relationship between actual hours worked and an increasingly negative impact on all the factors tested.

Nick Forster; Martin Cebis; Sol Majteles; Anurag Mathur; Roy Morgan; Janet Preuss; Vinod Tiwari; Des Wilkinson

1999 Leadership & Organization Development Journal

doi: 10.1108/01437739910251134

The importance of story‐telling in organizational life has often been overlooked in contemporary organizational and leadership literature. Throughout history, leaders ‐ political and religious ‐ have used story‐telling as a powerful motivational tool, particularly during times of uncertainty, change and upheaval or in response to crises. This article looks at the role of story‐telling as an integral part of the human experience and at its applications in modern organizational life. The article concludes by suggesting that the art of story‐telling is still, despite recent advances in communication technologies, an essential managerial skill ‐ particularly for leaders of organizations.

Rebecca Abraham

1999 Leadership & Organization Development Journal

doi: 10.1108/01437739910251152

In the workplace, emotional dissonance is the conflict between emotions experienced by the employee and those required by the organization. Earlier studies have established that emotional dissonance reduces job satisfaction and exacerbates emotional exhaustion. Emotional dissonance typically occurs during interactions between employees and customers in service industries. As Western economies are dominated by service industries, emotional dissonance may result in rising numbers of dissatisfied and burned out employees. This study examined the process by which emotional dissonance operates, and the impact of self‐esteem on emotional dissonance. Emotional dissonance was found to induce job tension leading, in turn, to emotional exhaustion. Employees with innately low self‐esteem were more likely to experience emotional dissonance and suffer from emotional exhaustion. Other employees found that emotional dissonance reduced their self‐esteem leaving them dissatisfied.

Christine Communal; Barbara Senior

1999 Leadership & Organization Development Journal

doi: 10.1108/01437739910251161

This paper looks at the relationship between national culture and management through an examination of the messages conveyed by a sample of British, French, and German advertisements for management positions. The results from the study show that there are clear differences in management philosophy and practice, as perceived from the literature and the messages conveyed by a sample of advertisements in the UK, France and Germany.

Ikushi Yamaguchi

1999 Leadership & Organization Development Journal

doi: 10.1108/01437739910251198

This study explores whether a nation‐culture factor (national culture) or a worker‐type factor (organizational types of workers) has more powerful effects on various job‐related orientations of Japanese, US and Australian employees. Job‐related orientations were categorized into the following three: job‐performance orientation, human‐relation orientation, and safety‐maintenance orientation. A total of 212 Japanese, 187 American and 147 Australian workers participated in this research. The subjects were grouped into five different organizational types of workers. The cultures‐by‐types interaction failed to achieve significance on the combined dependent variables. The cultures (nation‐culture) variable indicated significant relationships with human‐relation orientation and safety‐maintenance orientation, and the types (worker‐type) variable showed an indication of significant relationships with job‐performance orientation.

Bruce Lloyd; Eileen C. Shapiro

1999 Leadership & Organization Development Journal

doi: 10.1108/01437739910251206

Dr Bruce Lloyd, Principal Lecturer in Strategy at South Bank University, in discussion with Eileen C. Shapiro, author of Fad Surfing in the Boardroom and Reclaiming the Courage to Manage in the Age of Instant Answers, about her latest book The Seven Deadly Sins of Business: Freeing the Corporate Mind from Doom‐Loop Thinking . This book explores the concept of “take, shake or break” in organizations and considers “seven deadly sins” that prevent organizations from being as effective as their potential considers should be the case. Underlying the whole analysis is the need to re‐invent a role for management that emphasises the importance of values and authenticity.