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changes in leadership style.

• Authors : Prescott, Brian

Subjects: LEADERSHIP; INDUSTRIAL relations; EDUCATIONUNITED Kingdom

• Source: Industrial & Commercial Training; Jul81, Vol. 13 Issue 7, p238, 4p, 1 Chart

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Reality and Illusion in Senior Executive Decision Making.

• Authors : Heller, Frank A.

Subjects: DECISION making; LEADERSHIP; REALITY

• Source: Journal of Managerial Psychology; 1987, Vol. 2 Issue 3, p23, 5p

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Leadership and Decision making: Management Styles; Culture.

Subjects: LEADERSHIP; DECISION making; BUSINESS ethics

• Source: Journal of Managerial Psychology; Jul92, Vol. 7 Issue 4, p27, 5p

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SECTION 2: Leadership, Management Styles and Decision Making.

Subjects: INDUSTRIAL management; LEADERSHIP; DECISION making

• Source: International Journal of Public Sector Management; 1993, Vol. 6 Issue 4, p13, 6p

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Gender role, decision style and leadership style.

• Authors : Park, Daewoo

Subjects: GENDER role; DECISION making; LEADERSHIP

• Source: Women in Management Review; 1996, Vol. 11 Issue 8, p13, 5p, 2 Charts

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In charge? (Absent) academic leadership during external assessments.

• Authors : Stensaker, Bjørn

Subjects: EDUCATIONAL leadership; EDUCATORS; DECISION makingNORWAY

• Source: International Journal of Educational Management; 1999, Vol. 13 Issue 6, p266-272, 7p

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Practical leadership-in-management education for effective strategies in a rapidly changing world.

• Authors : Erwin Rausch; Susan M. Halfhill; Herbert Sherman

Subjects: MANAGEMENT education; LEADERSHIP; DECISION making

• Source: Journal of Management Development; 2001, Vol. 20 Issue 3, p245, 14p

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Education Full Text (H.W. Wilson)

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LEADERSHIP EFFECTIVENESS AND INTERORGANIZATIONAL SOLIDARITY FORMATION.

• Authors : Suh, Doowon

Subjects: SOCIAL movements; ASSOCIATIONS, institutions, etc.; LABOR unionsSOUTH Korea

• Source: Research in Social Movements, Conflicts & Change; 2003, Vol. 24, p189-228, 40p

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Future-imbedded innovation methodologies.

• Authors : Irving H Buchen

Subjects: PROBLEM solving; METHODOLOGY; DECISION making

• Source: Foresight; 2003, Vol. 5 Issue 3, p3-9, 7p

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