Derrick Neal

Biographic Data

ID3684227
NAMEDerrick Neal
GIVEN NAMESDerrick
FAMILY NAMENeal
SIGNATURENEAL D
AFFILIATIONSCranfield University
VERIFIEDNo
TOTAL WORKS7
TOTAL CITATIONS9
WORKS AS AUTHOR7
WORKS AS EDITOR0
FIRST PUBLICATION YEAR2001
LATEST PUBLICATION YEAR2012
H-INDEX2

  • From Battlefield to Boardroom

    Open AccessIvan Yardley, Andrew Kakabadse et al.BOOKFrom Battlefield to Boardroom2012

    The global economy is becoming an increasingly turbulent world; this changing context is placing new demands on organisational thinking. This book examines how similar demands have been met by the Bri

  • From Battlefield to Boardroom

    A Kakabadse, Derrick Neal et al.BOOKFrom Battlefield to Boardroom2012

  • The changing face of leadership in the global context

    Open AccessIvan Yardley, Andrew Kakabadse et al.CHAPTERFrom Battlefield to Boardroom2012

    The history of civilization has witnessed the rise and fall of great societies. These have evolved complex and sophisticated internal social structures that have required leaders to direct, organize, and allocate activity and resources. As societies evolve they develop new organizational structures that place new demands on social leadership. In the past, societies have been defined by distinct social boundaries with clear identities and shared v…

  • Understanding the Leadership and Culture Dynamic within a Military Context

    Ivan Yardley, Derrick Neal et al.ARTICLEDefence Studies2007

    Leadership has been an intensely scrutinized subject over many years; both academics and business practitioners have found value in developing a better understanding of the subject. Much of the ori

  • Do We Really Understand What Is Meant by Transformational Change for Defence

    Derrick Neal, Derrick J NealARTICLEDefence Studies2006Cited by: 2

    The United States (US) Army transformation programme that began in the 1990s and driven by General Eric Shinseki (the former Chief of Staff of the US Army) is used as a vehicle to explore the termi

  • Effect of Gender Composition on Group Performance

    Open AccessGraham D Fenwick, Derrick Neal et al.ARTICLEGender Work and Organization2001Cited by: 7

    The effect of gender composition on group performance was investigated over three years using the MARKSTRAT 2 simulation. Senior undergraduates formed groups and competed within five‐firm (group) industries over 10 weeks, as well as submitting group reports on their performances. Performance and report marks were independent of group size and individual performance in other course assessment. Women per group (numbers, percentage, gender ratio) wa…

  • Humanitarian aid and organisational management

    Ann Fitz-Gerald, Ann Fitzgerald et al.ARTICLEConflict Security and Development2001