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Full-Text Articles in Business
The Effects Of Leadership Style And Employee’S Participation On Perceived Justice, Wai Kwan (Elaine) Lau
The Effects Of Leadership Style And Employee’S Participation On Perceived Justice, Wai Kwan (Elaine) Lau
Management Faculty Research
The present study proposes and tests a model that examines the relationship between leadership style, employee’s participation, and justice perceptions. Results indicate that transactional, transformational, and dynamic leadership have positive impact on distributive, procedural, and interactional justice. Moreover, the effect of leadership style on organizational justice was indirect through employee’s participation. There are also some interesting differences across different types of leadership style and justice.
What Is Your Business? (China), C. William Pollard
What Is Your Business? (China), C. William Pollard
C. William Pollard Papers
Speaking during a 2010 trip to China, Pollard reflects on Peter Drucker's influence on his own life and thought, noting in particular Drucker's emphasis on the business leader's duty to understand employees in a holistic manner, that is, as capable of being enriched by their work.
Management As A Liberal Art (China), C. William Pollard
Management As A Liberal Art (China), C. William Pollard
C. William Pollard Papers
Delivered during a business trip to China, this speech outlines Pollard's vision -- adopted from noted theorist Peter Drucker -- of management as a liberal art. In particular, he focuses on how corporate leadership cannot be oriented to simply utilitarian goals but must also consider the whole person physical, spiritual, and moral being.
Antecedents Of Servant Leadership: A Mixed Methods Study, Curtis D. Beck
Antecedents Of Servant Leadership: A Mixed Methods Study, Curtis D. Beck
Department of Agricultural Leadership, Education and Communication: Dissertations, Theses, and Student Scholarship
The purpose of this mixed methods study was to explore the antecedents of servant leadership. The sequential explanatory research design consisted of two distinct phases: quantitative followed by qualitative. The Phase One quantitative survey collected data from 499 leaders and 630 raters from community leadership programs in the United States using the Servant Leadership Questionnaire (Barbuto & Wheeler, 2006). During Phase Two, selected leaders from phase one (N = 12) were interviewed to explain those results in more depth. The data were coded and analyzed for possible themes. Triangulation was used to analyze the quantitative and qualitative data to validate …
The Virtue Of Profit (Seattle), C. William Pollard
The Virtue Of Profit (Seattle), C. William Pollard
C. William Pollard Papers
In this speech at Seattle Pacific University, Pollard contends that profit can be considered virtuous when it allows servant leaders to invest in employees, thereby contributing to the moral and spiritual formation of human beings.
Achieving High Organization Performance Through Servant Leadership, David E. Melchar, Susan M. Bosco
Achieving High Organization Performance Through Servant Leadership, David E. Melchar, Susan M. Bosco
Business Faculty Publications
This empirical paper investigates whether a servant leader can develop a corporate culture that attracts or develops other servant leaders. Using the survey developed by Barbuto and Wheeler (2006), servant leader characteristics in managers were measured at three high-performing organizations. Results indicate that servant leaders can develop a culture of followers who are servant leaders themselves. This is one of the few studies to empirically test the model of servant leadership in an organizational environment. The success these servant leaders have achieved in a for-profit, demanding environment suggests this leadership style is viable for adoption by other firms.
Narrative Vs. Powerpoint: For Leaders, It May Not Be A Matter Of Fact, Michael S. Carriger
Narrative Vs. Powerpoint: For Leaders, It May Not Be A Matter Of Fact, Michael S. Carriger
WCBT Faculty Publications
This paper aims to argue that narratives, skillfully deployed by senior leaders in an organization, can be a very effective tool for creating, disseminating and executing corporate strategy. The paper presents a model for narrative use by leaders and a practical guide to implementing the model. Preliminary and anecdotal data are presented to substantiation a case for leaders' use of narrative as an alternative means for conveying corporate strategy. Implications for the practical use of narratives by leaders are explored by this paper.