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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.
The Political Economy Of American Indian Allotment Revisited, Matthew T. Gregg, D. Mitchell Cooper
The Political Economy Of American Indian Allotment Revisited, Matthew T. Gregg, D. Mitchell Cooper
Business Faculty Publications
This paper criticizes McChesney's (1990) hypothesis that the decisions to initially and subsequently terminate American Indian allotment were based on the Bureau of Indian Affairs’ (BIA) interest to inflate their budget. By adopting a richer database on the BIA appropriations from 1877-1945 and correcting for model specification problems, I find no empirical evidence supporting any of McChesney's hypotheses concerning the bureaucratic demand for regulatory change. In fact, other large budgetary items, such as New Deal relief funding, Court of Claims judgments, and educational spending, crowded out BIA land management appropriations over these years. Interestingly, a cursory overview of this period …