| Healthy and effective leadership behavior through a leadership development program |
312:Y |
QCAS / 64 / 5-6 / 407 |
| Strengthening employee participation and commitment to continuous improvement through middle manager trustworthy behaviors |
312:Y |
QCAS / 64 / 3-4 / 207 |
| Leadership for quality and innovation: Challenges, theories
and a framework for future research |
312:A |
QCAS / 60 / 3 / 195 |
| What diverse top management team means: Resting an integrated model |
312:A |
QCAS / 59 / 4 / 325 |
| A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators,
and strategic leadership systems |
312:A |
QCAS / 59 / 3 / 207 |
| Getting to the heart of the debate: TQM and middle manager autonomy |
312:A |
QCAS / 54 / 5-6 / 429 |
| The study of the antecedent factors of organizational commitment for high-tech industries in Taiwan |
312:Y |
QCAS / 54 / 5-6 / 431 |
| Selling quality ideas to management |
312:M |
QCAS / 52 / 4 / 399 |
| Organizational dashboards: Steering an organization towards its mission |
312:Y |
QCAS / 51 / 1 / 45 |
| A foundation of trust |
312:A |
QCAS / 50 / 6 / 647 |
| Leadership for improvements in Swedish health care |
312:A |
QCAS / 50 / 1 / 37 |
| Changing management styles put their mark on industry |
312:A |
QCAS / 46 / 1 / 45 |
| Integrating business excellence and innovation management: Developing vision, blueprint and strategy for innovation in creative and learning organizations |
312:A |
QCAS / 45 / 2 / 145 |
| The new competencies of leadership |
312:A |
QCAS / 45 / 2 / 147 |
