Galagan describes the Leadership Experiential Adventure Program that can be used to facilitate leadership and teamwork for managers. Gall discusses transferring what is learned to the workplace and gives a list of companies providing experiential learning for corporate clients. (JOW)

Methods for developing strategies for influencing the behavior of others depends on the situation and the style of leadership selected. (RB)

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

To attract capable people, organizations must have managers who support employee career development. The author describes a three-day course for managers on dealing with employee needs. (JOW)

An organizational development specialist tells how he prepared a management workshop on conducting effective meetings by first interviewing the managers and finding out what they wanted. Includes his "front-end analysis" questionnaire and the workshop format. (MF)

Author examines the components of behavior that underlie success in management training. (Editor)

The laboratory approach in managerial training generated a learning design seeking to reverse degenerative communication sequences and to reinforce regenerative communication sequences. (DS)

An integration of the concepts of situational leadership with what is known about group development and functioning of work groups is discussed as a tool in helping managers, trainers, and group members understand group development and determine the appropriate leader behaviors to use in various situations to build unified, cohesive, and…

Article presents a progression training model as a possible approach for minimizing the conflict that often emerges between superiors and subordinates when management by objectives programs are initiated. (GB)

Charges that there are few studies linking training with observed organizational change. (DS)

Describes an aid in making managers more effective in technical and leadership problems. (Editor)

Article describes how a group of individuals changed their behavioral style while attending U.S. Army Engineering Officer Candidate School. (Author/JB)

Assertiveness training involves pursuing personal goals, protecting individual rights, and achieving results without violating the rights of others. (ABM)

The author argues that curriculum design requires viewing the whole fabric of management training in its totality; individual training programs are created from this perspective. The challenge in this case is to build a coherent plan that will provide structure and unity to the whole management training program. (Author/SSH)