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A Reflective Hybrid Approach To Connecting Leadership Style And Stakeholder Perspective, Huw Jones, Keith O. Hunter
A Reflective Hybrid Approach To Connecting Leadership Style And Stakeholder Perspective, Huw Jones, Keith O. Hunter
Organization, Leadership, and Communication
Using quantitative analysis and reflection techniques, we examine employee perception of leadership style and perceived results within organizations based in Whistler, Canada. We are primarily concerned with results in terms of organizational culture towards 3 key stakeholder groups, customers, community, and employees. The observed differences in results between transformational and transactional leadership provide a basis for enriching the mapping of leadership style to desired outcomes.
Evidence-Based Management And Leadership, R B. Briner, Neil D. Walshe
Evidence-Based Management And Leadership, R B. Briner, Neil D. Walshe
Organization, Leadership, and Communication
Organizations can be led and managed in many different ways and there is no shortage of perspectives, models, and frameworks for thinking about how such tasks can be accomplished. This chapter focuses on one such perspective: evidence-based management (EBMgt). At its core is the idea that when managers and organizations make decisions, evidence of various types should be collected, critically appraised, and taken into account. Put this way, EBMgt does not appear to be either new or radical. However, as we shall go on to discuss, recent attempts to elaborate and flesh out this idea show that while some of …
Refining Thoughts On Culture: Insights Derived From Australia And New Zealand, Kevin D. Lo, Amanda Budde-Sung
Refining Thoughts On Culture: Insights Derived From Australia And New Zealand, Kevin D. Lo, Amanda Budde-Sung
Organization, Leadership, and Communication
Culture and cross-cultural differences are increasingly important in international business and management. However, the existing models of national culture may not accurately reflect intra-cultural and intra-regional variation. We examine Australia and New Zealand as examples of the national model of culture falling short with respect to both cultural clustering and intracultural variation. Given that both of these countries are attaining greater prominence in international business, we highlight the need to consider their uniqueness and what we can learn for both management research and practice. As we call attention to the important distinctions that
Chinese Guanxi And Anglo-American Networking: A Comparative Investigation Of Cross-Cultural Interpersonal Business Relationships, Kevin D. Lo
Organization, Leadership, and Communication
Both Chinese and Anglo-American cultures highlight the importance of interpersonal relationships for successful business. In Chinese and Anglo-American culture respectively, guanxi and networking are linguistic equivalents. However, cross-culturally there are emic differences, particularly of Chinese guanxi, which are not captured by these linguistic equivalencies. As such, Chinese guanxi remain somewhat mysterious to a non-Chinese audience. This study explores the differences between Chinese guanxi and Anglo-American networking through a process of semi-structured interviews with n=10 individuals familiar with both cultural contexts. The data indicate three major themes for Chinese guanxi: a heavy emphasis on reciprocity, a long-term orientation, and culture specific …
Exploring The Cultural Origins Of Differences In Time Orientation Between European New Zealanders And Māori, Kevin D. Lo, Carla Houkamau
Exploring The Cultural Origins Of Differences In Time Orientation Between European New Zealanders And Māori, Kevin D. Lo, Carla Houkamau
Organization, Leadership, and Communication
Previous research suggests that time orientation differs as a function of national culture. National cultures often cluster together by region, thus regional generalizations can provide insights on how cultures in a given cluster perceive time. We consider the unique case of bi-cultural New Zealand with two cultures, the European New Zealanders (Pākehā) and the indigenous Māori from historically contrasting temporal clusters: Anglo-American and South Pacific. To demonstrate the ways in which Pākehā and Māori differ in their perspectives on time orientation we take our analysis beyond the basic generalizations based on regional clusters and consider the cultural roots of Māori …
Intrapersonal Consequences Of (Un)Forgiving: How Forgiveness Affects The Victim, Edward Eli Kass
Intrapersonal Consequences Of (Un)Forgiving: How Forgiveness Affects The Victim, Edward Eli Kass
Organization, Leadership, and Communication
No abstract provided.
Beyond “The Total Organization”: A New Adaptation Of A Great Exercise, Kathleen Kane
Beyond “The Total Organization”: A New Adaptation Of A Great Exercise, Kathleen Kane
Organization, Leadership, and Communication
“The Total Organization”, a Cohen, Fink, Gadon, and Willits’(1992) exercise, has great possibilities for inclusion in a variety of current courses covering a range of topics with a variety of outcomes. We have successfully adapted the exercise for our required MBA Leadership course. The participants must self-organize, choose leadership, determine roles, and develop the structure for an entrepreneurial (and should they choose, high tech) venture. With few instructions, they must struggle with the ambiguity of multiple organizational challenges including: innovation, creativity, team building and organizational design. We will demonstrate the exercise and give participants overheads and exercise instructions on CD …
Court Of Public Opinion In And For The State Of Uncertainty, Kevin Farmer, Kathleen Kane, Steven Meisel, Joseph Seltzer
Court Of Public Opinion In And For The State Of Uncertainty, Kevin Farmer, Kathleen Kane, Steven Meisel, Joseph Seltzer
Organization, Leadership, and Communication
Our session has two goals. First, we aim to stimulate debate over a ubiquitous, yet largely unchallenged, instrument that purports to operationalize Jungian personality theory (the Myers-Briggs Type Indicator). Second, we suggest a platform for teaching management theories, the mock-trial, which manifests active learning as well as critical thinking and has been successfully utilized in other disciplines. With contributors playing key roles in the trial and volunteers from the audience serving as potential prosecution and defense witnesses as well as the jury, we hope the discourse on substantive theory and teaching process will provide the jolt OBTC 2008 envisions.