bluuebunny/crossref_metadata_2025 huggingface dataset:
Government objectives: Managing inflation
Authors: Gillespie Andrew
Published: September 2023

This chapter considers the causes and problems of inflation and explores how inflation may be controlled. It examines the features and aims of monetary policy. One common economic objective of governments is to achieve stable prices. This involves controlling inflation. Inflation occurs when there is a sustained increase in the general price level over a given period. Inflation increases the cost of living and reduces the purchasing power of a currency within its economy. In the UK, the Bank of England has given the Monetary Policy Committee the target of controlling inflation. The Bank of England uses interest rates and other policies such as quantitative easing to influence the economy and inflation.
Government objectives: Achieving a favourable trade position
Authors: Gillespie Andrew
Published: September 2023

This chapter discusses the different elements of the balance of payments and the significance of changes in trade flows. The balance of payments measures the value of economic transactions between one country and the rest of the world over a given time period, usually a year. The chapter illustrates why governments might introduce protectionist measures in response to its trade position. Protectionism occurs when there are barriers to trade. Arguments for and against protectionism are considered in the chapter. Governments are often concerned about the inflows and outflows between their own country and other countries. One of its objectives is to have a healthy trade position.
Government policies to achieve objectives
Authors: Gillespie Andrew
Published: September 2023

This chapter reviews policies governments will use to attain their macro-objectives. Government macro-objectives are the targets the government sets for the economy as a whole. This typically includes an increase in income, low rate of inflation, low levels of unemployment, and a favourable trade position. One way to analyse government policy is to consider whether the effect is targeting the demand in the economy or the supply. Another way of categorizing policies is to distinguish between fiscal and monetary policies.
Shareholders and stakeholders
Authors: Mallin Christine A.
Published: September 2023

This chapter defines the term stakeholder. This term encompasses a wide range of interests and refers to any individual or group that is impacted by the activities of the company. The chapter explains why shareholders can be viewed as being distinct from other stakeholder groups, noting that shareholders invest their money to provide risk capital for the company. In many legal jurisdictions, shareholders' rights are enshrined in law whereas those of the wider group of stakeholders are not. The chapter reviews the rationale for effectively privileging shareholders over other stakeholders. The rationale stems from the fact that they are the recipients of the residual free cash flow. This means that the shareholders have a vested interest in trying to ensure that resources are used to maximum effect, which in turn should be to the benefit of society as a whole.
Family-owned firms
Authors: Mallin Christine A.
Published: September 2023

This chapter considers family-owned business as the dominant form of business around the world. In many instances, the family-owned business takes the form of a small family business, while in other cases it is a large business interest employing hundreds, or even thousands, of staff. The chapter highlights family-owned businesses including sole traders, partnerships, private companies, and public companies, emphasizing how family ownership is prevalent not only among privately held firms but also in publicly traded firms in many countries across the globe. The chapter explains that firms with effective governance structures tend to have a more focused view of the business, be willing to take into account, and benefit from, the views of outsiders, and be in a better position to evolve and grow into the future. The chapter cites the ownership structure in a number of countries, where the family-owned firm is quite common.
Directors and board structure
Authors: Mallin Christine A.
Published: September 2023

This chapter covers the board structure of a company and looks at the function of a board and its subcommittees, noting that the most common ones are audit, remuneration, nomination, and risk. It covers the roles, duties, and responsibilities of directors and the attributes and contribution of a non-executive director. While the content is based on a UK company, much of the material can be applied to other countries, especially those that also have a unitary or one-tier board structure and those that may be generalized to a dual or two-tier board structure. The chapter discusses the major corporate governance differences between countries. For example, the board structure, which may have a unitary structure or a dual structure depending on the country. In the UK, as in the majority of EU Member States, the unitary board structure is predominant.
Corporate governance in Continental Europe
Authors: Mallin Christine A.
Published: September 2023

This chapter focuses on corporate governance in European countries. This topic has received a lot of attention in the last decade, and it has been key for the development of capital markets and investor confidence. The chapter describes how the barriers between different countries' capital markets declined with the adoption of the euro, and it discusses the internationalization of cross-border portfolios and technological advances. As a result of this corporate governance practices of individual countries increasingly need to satisfy certain perceived core principles of accepted good practice. The chapter cites the Cadbury Code (1992) and the Organisation for Economic Co-operation and Development (OECD) Principles that have been influential in the determination of core principles. The increase in both privatizations of former state-owned enterprises, and mergers and acquisitions in many countries has also led to a need for better corporate governance.
Corporate governance in Central and Eastern Europe
Authors: Mallin Christine A.
Published: September 2023

This chapter discusses the move from a command economy to a market economy, noting the countries that comprised the former USSR that have achieved this transition with varying degrees of success. In general, companies moved from a situation where they were most probably not expected to make a profit. The chapter examines the success of various countries and shows how this can be linked to the type of privatization followed: businesses went from state-owned enterprises to joint stock companies to public corporations. The chapter explains that, in some countries, the term joint stock company describes a company that has share capital which is traded on the stock exchange. In other countries, the term may refer to a stage in the privatization process whereby a state-owned enterprise issues share capital to become a joint stock company.
Corporate governance in the Asia-Pacific
Authors: Mallin Christine A.
Published: September 2023

This chapter gives an overview of the development of corporate governance in the Asia-Pacific countries. The 1990s saw the meteoric rise and subsequent catastrophic collapse of many markets in the Asia-Pacific region. This happened in most of the so-called tiger economies. The chapter looks at a number of investors, both local and overseas, that poured money into the stock markets hoping to benefit from the vast gains that could be made. The chapter looks at how investors lost large amounts when the markets crashed and when the bubble burst following on from Japan’s prolonged recession in the early 1990s. By the late 1990s, the recession had spread to South Korea and several countries in the Asia-Pacific region.
Conclusions
Authors: Mallin Christine A.
Published: September 2023

This chapter reviews corporate governance in South Africa, India, and Brazil. These countries have different cultural influences and different legal systems and corporate governance structures. The chapter talks about certain commonality of approach to the corporate governance codes in these countries, particularly in terms of transparency and accountability, and the desire to enhance the protection of minority shareholders' rights. It emphasizes how important it is to have a balanced board with an appropriate proportion of independent directors, and to recognize that a company cannot operate in isolation and should consider the interests of its various stakeholder groups. The chapter illustrates that corporate governance is relevant and valuable to countries around the globe. Over time, it is to be expected that corporate governance will improve, as countries seek to attract international investment and maintain investor confidence.
Governance and Management
Authors: Tricker Bob
Published: September 2023

This chapter provides different definitions of corporate governance and explores the scope of corporate governance, including the significance of corporate constitutions. It establishes the difference between governance and management and highlights the performance and conformance roles in corporate governance. It also mentions Sir Adrian Cadbury's Report on the Financial Aspects of Corporate Governance, published in 1992, which defined corporate governance as the system by which companies are directed and controlled. The chapter discusses the principal concern of financial economists about the ownership concentration in corporate governance systems around the world and the legal protection available to investors. It describes the shareholders, board of directors, and management, which are central to corporate governance thinking and practice.
Functions of the Board
Authors: Tricker Bob
Published: September 2023

This chapter explains what a board does and compares the board's performance and conformance roles. It discusses the functions and authority of board committees and looks at the issue of delegating board functions to management. It also provides an overview of the functions of the board, showing its responsibility to be looking inwards at the enterprise and outwards to the organization's external situation. The chapter elaborates the board's involvement in the formulation of strategy that leads to the making of policies and plans, with the board monitoring and supervising executive performance, providing accountability, and forming the basis for reviewing strategy for the future. It highlights corporate transparency in economically advanced nations, which is a response to perceived corporate strategic and financial weaknesses, allegedly excessive executive remuneration, and corporate corruption.
The Board and Business Ethics
Authors: Tricker Bob
Published: September 2023

This chapter explains what business ethics are and reviews changing expectations in the governance of organizations, including the concept of corporate social responsibility (CSR). It explores CSR strategies, policies, and the CSR competency framework and highlights enlightened shareholder value (ESV), sustainability, and the triple bottom line. It also analyses communication with stakeholders and integrated reporting and promotes awareness of the United Nations Global Reporting Initiative. The chapter cites the UN Global Compact, which is a strategic initiative for businesses that commit to aligning their strategies and operations with ten universally accepted principles in the areas of human rights, labour, the environment, and anti-corruption. It details how the UN Global Compact calls for participating companies to accept core values that were derived from the Universal Declaration of Human Rights, the International Labour Organization's Declaration of Fundamental Principles and Rights at Work, and the UN Convention against Corruption.
The Governance of Listed Companies
Authors: Tricker Bob
Published: September 2023

This chapter explores the ownership of listed companies, emphasizing that the reality of corporate governance and the way in which power can be wielded over a company reflect the ownership structure. It explains shareholder rights, which are rights that shareholders acquire with their shares that are determined by the Companies Acts or ordinances of the jurisdiction in which the company was incorporated and by its articles of association. It also considers shareholder activism, which can take the form of direct communication and negotiation with management or media campaigns, and investor relations, which provide a two-way channel of information that inform both existing and potential shareholders, securities analysts and the financial community, and the company. The chapter reviews the governance of complex corporate structures, which can be grouped into three broad categories: pyramids, chains, and networks. It also distinguishes dual-listed companies from dual-class shares.
The Governance of Non-Listed Corporate Entities
Authors: Tricker Bob
Published: September 2023

This chapter explores the governance of all private companies, including family-owned, employee-owned, subsidiary and associated companies, and joint ventures. It elaborates how unlisted companies present some unique corporate governance challenges, although many of the basic governance concepts that apply to public companies are relevant. It also looks at the governance of not-for-profit organizations, such as charities and cooperative organizations. The chapter considers the governance of partnerships, clarifying that a partnership is a legal organizational form in which two or more people agree to join together to achieve common goals under a partnership agreement. It reviews the governance of hedge and private equity funds, sovereign wealth funds, and state-owned companies.
Board Activities: Corporate Governance in Practice
Authors: Tricker Bob
Published: September 2023

This chapter highlights the importance of board committees, particularly the remuneration committee, the nomination committee, and the audit committee. It explains that the remuneration or compensation committee is responsible for recommending to the board the remuneration packages of executive directors and other top management, while the role of the nomination committee is to suggest names for board membership in an attempt to introduce different experiences, personalities, and diversity to the board. The chapter also discusses the fundamental role the audit committee plays in corporate governance practice. It furthermore draws attention to the audit committee, which provides a bridge between the external auditor and the board. It also considers the significance of the company secretary, who has a duty to act in good faith in the best interest of the company.
Board Effectiveness: Building Better Boards
Authors: Tricker Bob
Published: September 2023

This chapter considers what makes a board effective, noting that the principal attributes of an effective board are sound leadership with an appropriate leadership style, supported by a well-balanced board team. It discusses director induction, development, training, and updating, which are essential to orient and guide a new member into the ways of the board and the company. It also elaborates the directors' liabilities and indemnity, as the exposure to personal liability becomes real when serving as a company director. The chapter covers how to improve board information and meeting management, agendas, and minutes as a thorough consideration of their purposes can avoid repetitious and time-wasting issues being brought up and discussed. It also considers communications with shareholders and other stakeholders, emphasizing the demand of investors for corporate transparency.
Board Evaluation: Reviewing Directors and Boards
Authors: Tricker Bob
Published: September 2023

This chapter explains the assessment of boards and board committees, such as the corporate governance rules of the New York Stock Exchange that require boards of listed companies to conduct a self-evaluation at least annually. It clarifies that a board review should take a strategic perspective, considering the directors' ability to handle long-term issues and reflecting on recent experience in the short term. It also discusses how information for a board review is obtained from an analysis of board and board committee agendas, papers, and minutes, as well as from interviews with each officer and member of staff concerned. The chapter looks at corporate governance rating systems for companies, noting that a corporate governance rating from an independent and respected organization can reduce a company's cost of capital. It compares corporate governance assessment systems, which monitor and assess the overall level of corporate governance country by country.
Corporate Governance: The Next 30 Years
Authors: Tricker Bob
Published: September 2023

This chapter reviews the present frontiers of corporate governance, citing developments that could cause companies to review their corporate structures and their approach to corporate governance. It considers topics on the minds of directors, regulators, and those who advise them at the moment, such as issues that feature in professional journals and the proceedings of conferences. It also determines what drives the development or change of corporate governance in a country, covering some fundamental realities in each country and jurisdiction. The chapter looks beyond the frontiers of corporate governance today towards possible drivers of change to consider what might become dominant issues in the future. It highlights that the evolution of limited-liability companies, their directors, shareholders, and other stakeholders owes more to a series of historical accidents than developments rooted in logical reasoning.
Developing Skills for Business and Management Students
Authors: Gallagher Kevin
Published: September 2023

This chapter first considers the concept of graduate employability and the skills and other attributes needed to become an employable graduate. The chapter then defines skills and considers how skills can be developed and the connection between skills, knowledge and behaviours. Many business and management skills are dependent on a student's ability not only to think logically but also to use what are known as ‘multiple intelligences’. Linked to this concept is that of emotional intelligence (EI), which has been proposed as one of the key ‘must-haves’ for senior managers.
Understanding How You Learn
Authors: Gallagher Kevin
Published: September 2023

This chapter examines a range of concepts that underlie the personal development planning process. At the heart of this process are the themes of personal reflection and experiential learning. The chapter then introduces the mainstream theories of experiential learning; these include the ‘learning cycle’ and ‘learning styles’. It also looks at the concept of ‘cognitive apprenticeship’, reinforcing the view that much of our learning is a socially based experience in which we learn with and through others. The fact that we cannot always (accurately) see our own strengths and weaknesses lends weight to the argument that others (e.g. mentors) can help us in our learning.
Teamwork Skills
Authors: Gallagher Kevin
Published: September 2023

This chapter reviews teamwork skills relevant to business and management students. It shows how effective teams work, so that students may seek to incorporate this knowledge in their future team experience in the university and later in their career. The chapter then looks at some the theory regarding teams, including people management or organizational behaviour. It also demonstrates how working in a team improves a student's subject knowledge and skills and develops their social and personal skills. Finally, the chapter addresses two particular aspects of teamwork that will be relevant to students both at university and later in their career: conflict resolution in teams, and cultural issues.
Reading and Searching for Information
Authors: Gallagher Kevin
Published: September 2023

This chapter begins with exploring how to read effectively for academic study and then looks at some of the typical sources of information available to business and management students and how to locate them. Locating information for research and assignments is an essential requirement for business and management students. Finally, the chapter covers referencing and the importance of avoiding accidentally (or deliberately) attributing the work of others as their own—the practice of ‘plagiarism’.
Presentation Skills
Authors: Gallagher Kevin
Published: September 2023

This chapter explores presentation skills relevant to business and management students, covering presentation design, presentation delivery, and building confidence in giving presentations. Presentation design covers areas from thinking about the purpose of the presentation to ways of designing slides for maximum impact. Presentation delivery focuses on personal performance in terms of practice, voice techniques, and body language. The final aspect, building confidence in giving presentations, is more psychological in nature; it shows how a student can influence their confidence through how he or she thinks and behaves.
Creativity
Authors: Gallagher Kevin
Published: September 2023

This chapter discusses creativity and looks at this concept from student, university and employer viewpoints. The chapter goes on to consider behaviours that business and management students might adopt to improve their own creativity and finally sets out some creativity techniques they might use to do so.
Understanding Customer Behaviour
Authors: Baines Paul , Whitehouse Sophie , Antonetti Paolo , Rosengren Sara
Published: September 2023

This chapter explores why consumers think and behave as they do. It also shows how organizations make purchasing decisions, and the differences between consumer behaviour and business-to-business (B2B) buying behaviour. The chapter starts with the former, considering cognition (thoughts), perception (how we see things), and learning (how we memorize techniques and knowledge). These are processes that are fundamental in explaining how consumers think and learn about offerings. The chapter also discusses personality and motivation to illustrate how these psychological concepts affect how a person buys. Because marketing comes alive when it is woven into the fabric of our social life, the chapter considers how social class, life cycles, and lifestyles influence consumer behaviour. It then examines the characteristics of organizational buyer behaviour, focusing on the processes that allow companies to purchase the products they need to operate successfully.
Market Segmentation and Positioning
Authors: Baines Paul , Whitehouse Sophie , Antonetti Paolo , Rosengren Sara
Published: September 2023

This chapter considers how organizations decide on which segments of a market to concentrate their efforts. This process is known as market segmentation and is an integral part of marketing strategy. After defining ‘market segmentation’, the chapter explores the differences between market segmentation and product differentiation. It considers consumer and business-to-business (B2B) market segmentation in detail. The method by which whole markets are subdivided into different segments to allocate marketing programme activity is referred to as the STP process, referring to segmentation, targeting, and positioning. The STP process is used because of the prevalence of mature markets and greater diversity in customer needs, and its ability to help identify specialized, niche segments.
Pricing and Value Creation
Authors: Baines Paul , Whitehouse Sophie , Antonetti Paolo , Rosengren Sara
Published: September 2023

This chapter provides insight into how customers respond to price changes. It defines price, quality, costs, and value, and outlines the relationship between them. It also provides insights into how customers perceive and learn about prices—a necessary step prior to evaluating them and their fairness, which impacts on customers’ willingness to pay. The chapter describes the four main approaches to pricing, based on evaluating costs and adding a margin, copying competitors’ prices, basing prices on demand, and pricing according to perceived customer value. It also considers the two principal means by which to price a new proposition—that is, skim and market penetration pricing. Finally, this chapter examines pricing tactics used in the B2B setting.
Marketing Communications
Authors: Baines Paul , Whitehouse Sophie , Antonetti Paolo , Rosengren Sara
Published: September 2023

This chapter explores how companies plan communication campaigns. It explains how this can be accomplished through the use of ‘marketing communications’. This chapter also describes the different aspects of the marketing communications mix: a set of tools, a variety of media, and messages that can be used in various combinations, and with different degrees of intensity, to communicate successfully with target audiences. The scope and functions of marketing communications, from its definition and theory to how it is planned for and implemented, are discussed. Afterwards, this chapter explores the elements of the marketing communication mix, including tools, messages, and media. Finally, the chapter explains how an integrated approach to marketing communications delivers a more efficient and effective outcome.
Managing Channels and Distribution
Authors: Baines Paul , Whitehouse Sophie , Antonetti Paolo , Rosengren Sara
Published: September 2023

This chapter focuses on distribution channels or marketing channels. These are chains of organizations that are concerned with the management of the processes and activities involved in creating and moving products from producers and manufacturers to end-user customers. Each organization adds something of value before passing it to the next, and it is this interaction that provides mutual advantage and which underpins the concept of ‘channel marketing’. This chapter thus considers three main elements. The first one concerns the management of the intangible aspects or issues of ownership—that is, the control and flows of communication between the parties responsible for making an offering accessible for target customers, commonly referred to as ‘marketing channel management’. The second element concerns the management of the tangible or physical aspects of moving a product from the producer to the end-user. The third and final element is about retailing, a critical element of the way in which consumers access the products they desire.
Digital and Social Media Marketing
Authors: Baines Paul , Whitehouse Sophie , Antonetti Paolo , Rosengren Sara
Published: September 2023

This chapter focuses on digital marketing and social media marketing as a tool with which to communicate and interact with consumers. As people change how they communicate, the marketing profession has turned to digital and social media marketing to complement, and sometimes replace, traditional marketing channels and activities. However, digitization is not only altering consumers’ expectations of their interaction with organizations online, but also changing marketing in all forms. As such, this chapter first defines digital and social media marketing and tracks their evolution. It then moves on to discussing key areas of digital marketing communications, Internet advertising, search marketing, email marketing, social media marketing, content marketing, and mobile marketing. Next, the chapter defines ‘crowdsourcing’ and explains how it is used in marketing. Finally, it reviews some wider considerations in the development of digital marketing strategy.
Leadership
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

Leadership brings together the core themes and debates within the field and provides a critical analysis of leadership. Part 1 presents the basic frameworks and explores what we mean by leadership, how it compares to management, and why we study it. Part 2 presents essentialist approaches in chapters on early approaches to understanding leadership, transformational and charismatic leadership, leading teams and leading change, and authentic leadership. Part 3 presents relational approaches which include an understanding of leadership in which everyone is a leader, leadership as a social construction, leadership-as-practice, responsible leadership, and followership. The final part looks at how to develop as a leader and craft leadership practice and identity.
Why study leadership? (And how we do it)
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter discusses themes and debates within the field of leadership. It organizes them in a historical mapping scheme to show how the discipline of leadership research has developed over the years. It also considers the benefits of studying leadership from a theoretical perspective. The chapter introduces the different paradigms or assumptions under which leadership research can be conducted. The philosophical assumptions underpinning research have direct implications for the theories that are developed, which is why it is critical to be aware of them. The chapter then considers the challenges of modern leadership and the ways in which leadership theory can support the development of improved leadership practice.
Leadership, power, and influence: Defining the leadership construct
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter considers leadership and power by introducing core leadership theories and juxtaposing them with theories of power and influence. It shows that concepts of leadership and power are interdependent. It also demonstrates some influencing tactics. The chapter discusses basic definitions of leadership, some of which will be further enhanced in other chapters. It also provides a critical appraisal of the theory of leadership. Although it may appear straightforward and simple to understand, leadership theory is beset with layers of complexity, especially where the use of power is involved.
Critical approaches to leadership
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter presents a range of critical perspectives in relation to the mainstream leadership literature. It begins by examining the origins of Critical Theory in Marxism and the assumption of ‘natural’ class-based divisions between leaders and workers, together with the implications for leader/follower power relations. It goes on to consider how critical management studies has challenged the hegemony of mainstream management theory, and how a separate critical leadership study (CLS) genre is developing. The chapter explores how CLS has added to our understanding of leadership and highlights its specific contributions in relation to the key emancipatory standpoints of gender, class, and ethnicity. Lastly, the chapter examines the prevalence of a Western cultural bias in leadership writing and the emergence of alternative, Eastern perspectives on how leadership can be practised and understood.
Transformational and charismatic leadership: Vision and values at the top?
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter explores the three formulations of the transformational leadership model. It considers the full range leadership model, which includes transformational, transactional, and laissez-faire leadership styles. The chapter also provides three perspectives on charismatic leadership and some of the problems associated with it. Some of the criticisms that have been levelled at these models and the difficulties of measuring transformational leadership as a phenomenon are presented. Finally, the chapter touches upon some of the cultural variations and limitations that have been explored in relation to the application of transformational and charismatic models of leadership. The chapter looks at what this tells us about the transferability of these and other leadership theories.
Authentic leadership: A solution in search of a problem?
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter focuses on the background to the growth of authentic leadership as a popular approach to leadership. The acknowledged normative and instrumentalist goals of authentic leadership explored in the chapter were designed to combat the array of corporate scandals and poor economic performance which had resulted in a loss of faith in previous leadership approaches in the run-up to the turn of the last century. The chapter presents the flaws in the formulation of authentic leadership which are now threatening its ongoing usefulness as a meaningful theory. It also explores the existentialist and psychodynamic critiques of authentic leadership. The recent proposal of the re-grounding of the notion of authentic leadership from a practice perspective is also discussed.
Leaders and leading: Everyone is a leader now!
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter discusses the concept and origins of the idea of distributed or shared leadership. It shows how theories of distributed leadership have challenged the idea of leadership as the property of an exceptional individual. The chapter contextualizes distributed leadership as a response to the changing nature and form of organizations. Different conceptualizations of distributed leadership are examined, starting with Gronn’s critique of leadership and his work on developing the distributed concept. Finally, it presents the critique offered against this concept.
Leadership-as-practice: The practice turn and discursive leadership
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter examines leadership-as-practice, a new perspective for understanding leadership. It illustrates how the ‘practice turn’ began in the field of strategy, how it was taken up in the field of leadership, and its implications for leadership research. The chapter considers the key themes explored by leadership-as-practice research and how they differ from previous perspectives. It also examines how the claims of leadership-as-practice to be new, radical, and critical have been critiqued by mainstream leadership writers. Finally, it investigates the role of discourse in enacting leadership and hence the link between leadership-as-practice and discursive leadership.
Followership, bad and toxic leadership
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter surveys the theories and research on followers and followership. It begins by highlighting the leader-centric nature of many leadership theories and discusses the idea in these theories that portrays followers as passive victims. It then moves on to develop follower-centric ideas. The possibility that followers can construct or allow for the development of certain types of leaders is highlighted. The chapter also explores the impact that toxic, bad, and destructive leadership has on followers, and the contribution followers may make to permitting such leadership to develop. The toxic triangle consisting of a destructive leader, susceptible followers, and a conducive environment is introduced.
Crafting leadership practice and identity
Authors: Iszatt-White Marian , Saunders Christopher
Published: September 2023

This chapter integrates the many strands and themes on leadership presented in the book. It offers some frameworks and suggestions for how the themes and theories can be assimilated and digested. It also provides possible ways in which leadership practitioners can make comparisons and connections in order to decide which theories and ideas are likely to add value for them now or as their careers progress. It gives some touchstones that can be revisited at regular intervals in creating and maintaining a sense of leader identity. The chapter concludes with an encouragement to bring theory and practise together in a way that is practical and productive, thoughtful and evidence-based.
Introduction
Authors: Roe Kevin
Published: September 2023

This introductory chapter is intended to provide an overview of the beginnings of leadership as a discipline. The chapter considers what leadership is and is not. The concepts of traits and characteristics are introduced, followed by an overview of the key theories which will be discussed throughout the text. This opening chapter is intended to summarize the contents of each chapter of the book to provide the reader with key context before moving on.
The style approach to leadership
Authors: Roe Kevin
Published: September 2023

This chapter explains that while the ‘style approach’ does represent a further evolution of how leadership is viewed, discussed, and researched, it nonetheless remains rooted in the same territory as the previous models: trait and behavioural theories. This approach is still focused on the individual leader—it is person-centric. It suggests that in order to be ‘successful’ the leader should adopt a leadership style that is appropriate to the nature of their followers and the circumstances that the leader inhabits. That leaders have followers is now acknowledged and there is a nod towards the abilities, competences, and motivations of those followers. As such, the style approach places the leader into a much more dynamic and complex world, and certain assumptions are made about the nature of that environment. The chapter explores this environment and the impact these added complexities make on the function of leadership.
Situational and contingent leadership
Authors: Roe Kevin
Published: September 2023

This chapter investigates situational/contingency leadership models, which are a set of prescriptive leadership models that can act as a useful practical guide both for organizations and for leaders. The approach, being leader-centric, describes a number of approaches to help a leader maximize their impact in various different situations. The models try to take into account different circumstances, and can be implemented at different levels in an organization. They also try to capture the dynamic nature of leadership by showing how different styles need to be deployed over time even if the followers remain the same individuals. However, the approach has been criticized for its lack of detailed research and weaknesses in some of its conceptualizations. The popularity of the model has been interpreted by some critics as a ‘dumbing down’ approach.
Emotional intelligence
Authors: Roe Kevin
Published: September 2023

This chapter describes emotional intelligence (EI), which concerns the ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought. Reporter Daniel Goleman proposes that by managing one's own emotions and manipulating other people’s emotions, a person could become successful. Goleman claims that EI was more important than intelligence quotient (IQ) in determining the chances of an individual becoming �successful�. The reason for this was linked to the changing nature of work and leadership, from being a command-and-control activity to one concerned with winning the hearts and minds of the workforce. The ability to manage emotions in this more liberal environment, it was asserted, was the key skill for aspiring leaders, and possession of such talent became a key to determining the likely success of a potential leader.
Diversity and leadership
Authors: Roe Kevin
Published: September 2023

This chapter studies the relationship between diversity and leadership, starting with a discussion of social identity theory. Leaders have to be capable of managing in a complex and dynamic landscape that is made up of many different facets and many different tensions that arise from the web of interconnections. The most complex problem is being able to deal with both leaders and followers who comprise an ever-expanding number of nationalities, abilities, and demands. Being able to lead and/or follow when faced with this degree of heterogeneity, and stay within a legal framework that can present its own demands, requires managers to be flexible in their approach to the task/people. A quick search for ‘illegal discrimination’ will show how frequently companies and individuals get this aspect of their organizational life wrong. As leaders, there is a vital role to play in ensuring leadership is inclusive.
Leadership and teams
Authors: Roe Kevin
Published: September 2023

This chapter discusses some of the theoretical models surrounding teamwork, individual roles within teams, and some of the processes that occur in collaborative working groups. Teamwork can be notoriously difficult to ‘get right’ and is frustrating for some people. Different personalities and different agendas can make working collaboratively a pointless exercise. The different contexts in which teams operate also make defining a generalized leadership approach rather difficult. Nevertheless, teamwork can be enormously rewarding if the leader recognizes the demands and deals with them appropriately. Successful leaders will have to lead teams and this will probably be a core meta-competence required by leaders in the coming years.
Leadership and change
Authors: Roe Kevin
Published: September 2023

This chapter examines the relationship between leadership and change. There are three areas that are key to understanding and leading change. First, appreciate the need to be clear on where any change outcome is likely to lead—establish a vision; second, be aware of the complexity of change and the need to consider the ‘connectedness’ of organizations; third, appreciate that not everyone is going to be inspired by the new future and some may want to hang on to the present. In addition, a number of different themes show how change is a constant part of human and, by extension, organizational life. It is an inescapable part of most managers’ portfolio and can rate among the most stressful yet rewarding aspects. Ultimately, change is not to be feared but it is to be recognized and treated with respect.
Leadership development
Authors: Roe Kevin
Published: September 2023

This chapter evaluates leadership development. Leadership development activities and the broader framework vary enormously from organization to organization. The evidence from some reports makes it clear that investment in leadership provides clear benefits to the organization. However, take-up is patchy across the UK with only one in five managers having any formal qualification in this field. Newer initiatives, such as the Chartered Manager status offered by the Chartered Management Institute (CMI), are making some slow but sustained progress towards offering sceptical organizations more concrete evidence that to be a world-class organization one needs world-class leaders. The methods for delivering this agenda are also numerous�the number of organizations claiming to offer leadership development increases almost daily. Nevertheless, leadership development does remain, for some organizations at least, central to their organizational development and, as such, will become more important as they face continuing uncertainty in terms of finance, globalization, and competition.
Introducing Employment Relations
Authors: Williams Steve
Published: September 2023

Introducing Employment Relations is composed of five parts. Part 1 introduces the nature of employment relations. The second part covers the dimensions of employment relations and includes chapters on the contemporary economy, the politics of employment relations, and social divisions and employment relations. The third part introduces key elements of employment relations, with individual chapters focusing on managing employment relations, trade unions and worker representations, pay determination, and working time. The next part looks at conflict and employment relations. It considers labour conflict and its resolution. The last part looks at wider issues such as globalization.
Employment relations in the contemporary economy
Authors: Williams Steve
Published: September 2023

This chapter examines the implications of developments in the contemporary economy for work and employment relations, particularly the labour market. It provides an overview of the impact of the ‘great recession’ following the 2007–2008 financial crisis on the economy and the labour market. Next, self-employment and the rise in the number of self-employed people are explained and interpreted. Afterwards, the chapter explores flexible employment, covering the topics of temporary and agency work, working time flexibility, and wages. Whereas there is undoubtedly a trend towards greater ‘knowledge work’, the chapter also shows that the nature of occupational change is in fact rather complex, with much work and employment continuing to be of an insecure, ‘precarious’ type. Overall the chapter points to the notable extent to which changes in the economy and labour market have contributed to the increased ‘commodification’ of labour, characterized by the attempts of employers to secure productive effort from workers at the lowest possible cost and render them more disposable.
Managing employment relations
Authors: Williams Steve
Published: September 2023

This chapter examines how the management role in employment relations developed in a context of growing unionization. It starts by tracing the historical development of employment relations management and highlights that an emphasis on managing with trade unions used to dominate the managerial agenda. The chapter then focuses on the nature, scope, and dimensions of the managerial challenge to trade unionism that has come to dominate employment relations. It considers the implications of legislation that obliges employers to recognize a union where this is wanted by a majority of the workforce. Union decline supposedly provides employers with opportunities to innovate when it comes to managing employment relations. This chapter also critically examines the main features of a sophisticated human resource management (HRM) approach to managing employment relations. This is based on attempts to drive performance improvements through higher levels of organizational commitment and engagement on the part of employees. However, as the chapter shows, there are some inherent major challenges and tensions when it comes to managing work and employment relationships which impede managerial efforts to promote commitment-based approaches.
Pay determination and employment relations
Authors: Williams Steve
Published: September 2023

This chapter looks more closely at key developments in pay determination. The initial focus is on the joint regulation of pay through collective bargaining with trade unions. It covers the evolution, development, and decline of collective bargaining as a means of setting pay, set against an appreciation of the important degree to which collective bargaining has proved to be resilient in the public sector. The chapter then considers one of the key implications of the diminution of collective bargaining, that is, the greater level of unilateral managerial control over pay determination, particularly in private firms. Finally, this chapter explores efforts to mitigate low pay, with a particular emphasis on the background to, and the operation and consequences of, the National Minimum/Living Wage. It is also concerned with understanding efforts to promote a ‘real’ living wage in companies such as the UK bookshop chain Waterstones, as shown in the introductory case study.