Social and Behavioral Sciences Commons^™

Mill's Harm Principle: A Study In The Application Of 'On Liberty', Sandra J. Peart

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

English philosopher and political economist John Stuart Mill argued that people learn by choosing: this is how they become creative and productive individuals. For this reason, and because he felt that individuals are typically the most capable people to make their own choices, Mill was highly skeptical of restrictions on choice placed by a third party, such as the state.

Mill famously separated actions into two categories: (1) self-regarding actions that do not affect others; and (2) other-regarding actions that do affect, and may harm, others. In the former category he placed thought and discussion, tastes and pursuits, and association, …

From Intent To Effect: Richmond, Virginia, And The Protracted Struggle For Voting Rights, 1965–1977, Julian Maxwell Hayter

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

Twelve years after the ratification of the Voting Rights Act of 1965 [VRA], Richmond, Virginia elected a historic majority black city council. The 5-4 majority quickly appointed an African American lawyer named Henry Marsh, III to the mayoralty. Marsh, a nationally celebrated civil rights litigator, was not only the city’s first black mayor, but the council election of 1977 was also Richmond’s first since 1970. In 1972, a federal district court used the VRA’s preclearance clause in Section 5 to place a moratorium on council contests. This moratorium lasted until the Supreme Court and the Department of Justice determined whether …

Double Segregation, Julian Maxwell Hayter

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

Opinion: On the 60th anniversary of Brown v. Board of Education, how many of our youth are we willing to sacrifice at the altar of educational inequality?

Why "Being There" Is Essential To Leadership, Joanne B. Ciulla

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

One of the first things Americans hear on the TV or radio news each day is where the president will be and what he will be doing. In England, you can tell when the queen is staying in her castle if her flag is flying over it. People like to know where their leaders are, and that information is readily available to the public. In an era of video conferencing and satellite feeds, leaders can be seen and heard anywhere at anytime in the virtual world. Nonetheless, the presence of a leader on TV is sometimes not good enough. There …

Can Organizations Meet Thetest Of Transforming Leadership?, Gill Robinson Hickman

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

My subsequent writing in this area takes his definition of transforming leadership from the political context and applies it to formal organizations. Transforming organizational leaders shape collective purpose and developmental processes within the organization that adapt to some social changes and promote others. Though leadership scholars have previously adapted Burns's concept and incorporated it in leader-follower relationships (Bass 1985; Bennis and Nanus 1985; Tichy and Devanna 1986; Bass, Avolio, and Goodheim 1987; Bass, Waldman, Avolio, and Bebb 1987), my work attempts to infuse organizations with Burns's imperative to link leadership with "collective purpose and social change (Burns 1978:3).