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The JGM Blog

Jul 16

Written by: Professor Stephen Drew
16/07/2014 16:41 

It is spring again in the cycle of our publication and welcome to this edition of the Journal of General Management. Here we are pleased to present papers from the perspectives of general managers as leaders and entrepreneurs. In the following pages, our authors explore aspects of leadership characteristics and roles including succession, development of subordinates, and orientation towards corporate social responsibility, diversity and entrepreneurship.

The first paper by Dr Peter Rejchrt and Professor Malcolm Higgs is entitled ‘Who are our leaders?’ This timely article presents a survey of 350 UK CEOs at public companies and examines issues of their succession, age and tenure. The authors raise concerns about the future talent pipeline due to the predominance of an internally focused and rapidly aging group of leaders.

Following this, the article by Dr Arpita Joarder is entitled ‘The impact of foreignness on the relationship between gender and entrepreneur performance’. Here the author examines the effect of gender and foreignness of entrepreneurs on business performance. Data was gathered in the U.S. from domestic and foreign business owners, and analysis of the results suggests that while gender does not affect performance in itself, there is a possible interaction effect of gender and foreignness on performance. This may have interesting implications for entrepreneurship development programs and practice in many countries.

The next paper by Dr Elise Perrault and Alexander J. Rieflin explores a model of how individual managers make the link between developing and enacting their own identities, acting as organizational change agents and proactively espousing positions of corporate social responsibility (CSR). This model presents a new and interesting multilevel framework connecting individual and firm interests in the exercise of power in management teams to promote CSR. At a time when many issues of social engagement including climate change, poverty alleviation and sustainability are becoming critical this is a very worthwhile and thought-provoking contribution.

Leadership in the armed forces is often assumed to be based on unquestioning top-down direction, mechanistic discipline and tight controls. The final paper by Dr Mike Young is a refreshing eye-opener and shows how the Royal Navy has taken seriously the principles of subordinate development based on ideals of humanist, and transformational, leadership. A model of leadership rooted in caring and personal growth is shown to be effective in subordinate development in a large scale empirical survey. This study is one of
the few to my knowledge that demonstrates the value of positive psychology as a tool for organizational change.

Like many busy academics and professionals I have many unread or partially read books and articles sitting on my shelves. Therefore I much value and enjoy good reviews which inform me about otherwise lengthy
reading material before embarking on the whole journey. In this edition I am especially thankful to Professors Humera Manzoor, Grant Michelson and Malcolm Warner for providing exceedingly thoughtful and useful reviews of interesting recent books on corporate social responsibility, innovations in project innovation, and strategy.

I hope you as readers all enjoy this edition. I would very much welcome any thoughts, comments or suggestions emailed to myself or Professor Teck Yong Eng.

Professor Stephen Drew

Executive Editor of the Journal of General Management
April 2014

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