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Indigenous Voices And American Politics, David E. Wilkins

Jepson School of Leadership Studies articles, book chapters and other publications

President [Bush], in a convoluted response to a question on the meaning of tribal sovereignty (essentially the inherent right of indigenous nations to self-governance) posed by a minority journalist on August 6, told the 7,500 assembled journalists that "tribal sovereignty means that it's sovereign. You're a—you've been given sovereignty and you're viewed as a sovereign entity. And therefore the relationship between the federal government and tribes is one between sovereign entities."

Nevertheless, these two statements by the leading presidential candidates are big deals for Indian nations. They provide a measure of overt national political recognition for several of the most …

Moral Imagination, Joanne B. Ciulla

Jepson School of Leadership Studies articles, book chapters and other publications

Moral imagination provides leaders with insight into others and the world and helps them make moral decisions and form visions. Leaders need imagination to determine the values they embrace and the feelings that these values engender in themselves and others. Leaders use imagination to animate values, apply moral principles to particular situations, and understand the moral aspects of situations. Imagination and moral values are the fundamental components of a vision.

Invisible Leadership, Gill Robinson Hickman

Jepson School of Leadership Studies articles, book chapters and other publications

Can a common purpose truly inspire people to engage in leadership? The leadership scholars Georgia Sorenson and Gill Robinson Hickman maintain that a common purpose can spur individuals to act using their own leadersihp agency. Invisible leadership is a descriptive term used to denote a process in which major organizers and change leaders often are unknown to those outside the endeavor; as a result, their source of motivation, valuable contributions, and personal agency also go unnoticed by outside observers.

Organizations Of Hope: Leading The Way To Transformation, Social Action, And Profitability, Gill Robinson Hickman

Jepson School of Leadership Studies articles, book chapters and other publications

In today's environment, organizations are expected to demonstrate responsibility and contribute to the collective good of society beyond their traditional role of job creation. I submit that an important social imperative for organizations in this era is to understand the interdependent nature of the environment in which they operate and purposely link their survival efforts to the survival and well-being of society.

Transformistic Theory, Gill Robinson Hickman

Jepson School of Leadership Studies articles, book chapters and other publications

Transformistic theory emerged in the 1970s in an effort to predict the kinds of organizations that would be most successful in uncertain or highly turbulent environments. This theory posits that in uncertain environments, organizations must generate transformation on multiple levels -- individual, organizational, and societal -- if they are to change in ways that will ensure both their own viability and the overall well-being of society.

Justice Thomas And Federal Indian Law: Hitting His Stride?, David E. Wilkins

Jepson School of Leadership Studies articles, book chapters and other publications

It was Justice [Clarence Thomas], the lone African American, whose voting record on Indian cases is more anti-Indian than even Rehnquist or Scalia, who in his concurring opinion, made several critical points that were most telling. Thomas will never be mistaken for Thurgood Marshall, who wrote several affirmative Indian law rulings, and his intention in crafting his opinion in this case was almost certainly not meant to be transparently supportive of tribal sovereignty. Yet he identified several enigmas in law and policy that, if acted upon by tribal, state and federal policymakers, might lead to a clearer status for indigenous …