In search of competence

Article Abstract:

Terms such as "motivation," "leadership," and "communication" are so vague as to make them ineffective when trying to define the abilities and skills that should be taught employees to make them more effective managers and executives. This illustrates the problem of a general inability in discussing effective performer attributes. Firms may not invest in training because of this lack of precise management process concepts. The findings of a pilot study and management survey in Great Britain are described insofar as they relate to identifying management attributes that can be taught to others. Training is necessary to develop communication attributes required to be an effective manager, but this cannot be accomplished without developing an understanding of what communication techniques are effective and how they can be taught.

Management, Training, Middle managers

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The human side of leadership promotes the bottom line of organizations

Article Abstract:

The relevance of the human side of leadership is attracting interest in the management research community for its impact on organizational success. Several studies have already provided evidence supporting the view that leadership is not only about technical expertise but also related to the human aspects. For instance, Goleman (1995), Cooper and Sawaf (1996), and Val Velsor and Leslie (1995) all focused on the importance of emotional quotient in leadership. Another human issue is the concept of empowerment, which has been tackled by Heifetz and Laurie (1997). The pair offered six principles for enabling people to do adaptive work, an essential ingredient in empowerment. Other studies focused on other variables affecting leadership, including participative management, context effects, and development of a vision.

Leadership

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Managerial development in the U.S.: a survey of the executive MBA

Article Abstract:

The executive master of business administration (EMBA) programs offered at more than 200 US institutions are variants of the model developed at the University of Chicago in the 1940s. New institutions announce EMBA programs every year, even though declining enrollments produce a high attrition rate. The viability of an EMBA program depends on an integrated and coordinated curriculum taught by a faculty with high degrees and business experience. The student cohort should be mature and balanced to permit meaningful interactions in the learning process. Student retention would also be furthered by personal and academic support, including pre-program review and remedial study of math.

Master of business administration degree

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