This paper aims to ascertain: whether: (1) there were any immediate effects on managers' leadership competencies, leadership outcomes and teamwork as a result of the Outdoor Management Development (OMD) program; and (2) there were any differences among managers' competencies in relation to demographic variables. Specifically, a sample of 51 Greek…

The professional activity of industrial sphere managers has an integrated character and includes managerial, economic and production activity. Due to this the structure of readiness of industrial sphere managers for professional activity is composed of three components: subject, reflexive and technological ones. The objective of this paper…

Research supports evidence indicating a nationwide concern that administrative training programs are not meeting the needs of Special Education Administrators. Additionally, researchers suggest that the need to have well prepared special education administrators (SEAs) is greater now than ever before and the demand for SEAs exceeds the supply of…

Purpose: The purpose of this paper is to investigate workplace learning among municipal officers in the high-learning-demanding organizational context of their work practice in the first year of mandate. Design/methodology/approach: A before-and-after quasi-experimental design was used to assess the effect of time of work practice on learning work…

The main purpose of the present study was to implement an experiment to explore the effects from coaching based leadership on goal setting, self-efficacy, and causal attribution. The study comprised of 20 executives and 124 middle managers at a branch of a Norwegian Fortune 500 company who all voluntarily participated in an experiment over a…

The authors used survey research to determine the congruence among the competencies that businesses identify as being indicative of successful managers, the competencies that business schools identify as being indicative of successful graduates, and the competencies that are emphasized in business school curricula. The results show that although…

Describes a framework that defines management competence and locates competencies within a coherent whole. Uses organizational competence as a lens through which to view managerial competence embedded within the context of organizational environment and culture. (SK)

There are disparities in definitions and assessment of competence in the United Kingdom and United States. Each perception is incomplete and fails to address the dynamic environment and contexts of management performance. An alternative approach integrates elements of both, emphasizing issues central to achieving enhanced performance. (Contains 36…

These guidelines were developed to help state departments of education and institutions of higher education refine certification and doctoral programs in educational administration. Goals, competencies and skills, and delivery components are presented for administrator preparation programs to help school leaders meet the continuing challenges of…

Reviews research on transformative learning and competency analysis, pointing out areas from which those involved in leadership and management development could benefit. Identifies where more research is needed. (Contains 17 references.) (SK)

Contains three articles on business ethics: "Competent Managers--What For? A Question of Purpose, Value and Ethics" (Underwood); "Green Bills or Pound Coins--Can Business Ethics Resolve the Dilemma?" (Moon); and "Applying Socialist Ethics to Management Development" (Snell). (SK)

The Competency Domain Model has five domains of management competencies: conceptual/creative, leadership, interpersonal, administrative, and technical. Specific competencies and training plans can be identified in each domain for different levels--first line supervisor, field office manager, assistant manager, area manager, director of operations.…

Purpose: This research sets out to achieve three goals: first, to discover the most important management development areas specified by Finnish managers; second, to discover the intentions of Finnish managers in management development on a personal level and with the support of organizations; and third, to compare the above mentioned aspects and…

Comparison of a survey of 118 United Kingdom hotel managers (53 percent response) with a similar study of 75 U.S. managers found key differences reflecting the impact of cultures on management expectations. Significant similarities support development of an internationally transferable core curriculum for hotel management. (SK)

Outlines the evolution of interpersonal skills training courses for managers into an action learning, learner-centered approach. Presents a four-phase model (confidence to learn, competence, comfort, and improved performance) and describes the phases of competence development: input, discovery, and reflection. (SK)