The case for managerial ruthlessness

Article Abstract:

British managers in growing organisations need to be firm and objective with staff to achieve their company strategy. The manager should be able to select and dismiss team members without causing personal offence and should deal with all staffing issues in a professional manner. Management training does not always cater for ruthless behaviour in a constructive environment even though the organisation may wish this practice to be encouraged.

Training, Management by objectives

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Development of a self-report instrument for exploring team factor, leadership and performance relationships

Article Abstract:

A study of a seven-factor model is presented with emphasis on its ability to test performance of project teams. The results of the tests of this model reveal that the original predictions were correct relating to team leadership.

Models, Performance, Analysis

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Creative leadership processes in project team development: an alternative to Tuckman's stage model

Article Abstract:

Research into the stages involved in a project team's development provides an alternative to the well-established Tuckman development model.

Research, Project management

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