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Leadership philosophy is explored through gender and other demographic characteristics in the Australian Public Service (APS), at the federal government level. Leadership philosophy is conceptualised as the leader’s attitudes, values and behaviour. Gender differences in characteristics of leaders (executives and middle managers) are examined in terms of strategic behaviour, management style, work‐related values, adoption of information technology, perceived organisational morale, family/work conflict and personal, work and family satisfaction. The gender differences are investigated using questionnaire responses from a sample of 750 respondents, of which 569 were male and 145 female. The APS findings are compared with a Cranfield study conducted in the UK’s National Health Service (NHS), where gender differences are explored in terms of management and strategic orientation. A sample of 515 chief executives, medical, clinical, HR and financial directors, chairpersons and other non‐executive directors, consists of 406 male and 108 female respondents. The APS study reveals that there are no significant gender differences in the majority of measured characteristics. Similarly in the NHS Trusts study, no significant gender differences are found in terms of management and strategic orientation. The conclusion reached is that other demographic characteristics are influential in forming leadership philosophies, namely job and organisational tenure and experience of senior management responsibilities, thus highlighting the importance of organisational demographics and their impact on leadership attitudes and practice.

The importance of being fluent in another language for success in foreign business has been well documented and highlighted in academic literature. However, so has being fluent in another culture, as far back as the 1950s. What is the current response of organizations operating in the UK to such exigencies? Presents the results of a survey, based on responses from 35 members of the Association of Language Excellence Centres (ALECS) in the UK from both the private and public sector and assesses the level of language and cultural fluency. Indicates that the percentage of British companies carrying out an internal foreign language audit in order to attain fluency in another country′s language is disturbingly low. In addition, those wishing to become culturally fluent are even lower. Concludes by stating that a number of business opportunities are being overlooked, not just for companies but also for training organizations.

Bases its findings on the results of a survey of 168 top level managers in French organizations. Demographic variables, behavioural characteristics and measures of business impact have been linked in order to discover whether organizational infrastructure concerns, educational achievements of top management, or the behaviour of top management, or a combination of these, influence the business performance of French private sector organizations. The results show that the level of qualification attained does not indicate whether French senior managers will perform effectively, nor is the configuration of organization structure significant for effective management. Crucial, however, are the attitudes and behaviour of senior managers, who are identified as significantly impacting on group and organizational performance. Considers that four areas of management development are pertinent to the continued growth and development of French senior managers, namely enhancing the ability to respond positively to feedback, enhancing interfacing skills, effective use of consultants and assisting managers to be high achievers.

A European‐wide survey of 957 top managers of manufacturing companies spread across eight countries identifies considerable differences on five key dimensions: job satisfaction, orientation to discipline, general management orientation, team orientation and organizational orientation. Further identifies that French, Australian, Finnish and Irish manufacturers report the greatest number of concerns requiring attention. British, German and Swedish manufacturers report the least number of concerns needing improvement. Particular management and organizational development initiatives are identified as vehicles for improvement. Attention is paid as to which developmental approaches are better suited to meet the needs of manufacturers from particular countries.