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, …

Consensus, Convergence, And Covid-19: The Ethical Role Of Religious Reasons In Leaders’ Response To Covid-19, Marilie Coetsee

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

Focusing on current efforts to persuade the public to comply with COVID-19 best practices, this essay examines what role appeals to religious reasons should (or should not) play in leaders’ attempts to secure followers’ acceptance of group policies in contexts of religious and moral pluralism. While appeals to followers’ religious commitments can be helpful in promoting desirable public health outcomes, they also raise moral concerns when made in the contexts of secular institutions with religiously diverse participants. In these contexts, leaders who appeal to religious reasons as bases of justification for imposing COVID policies may seem to fail to show …

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?

Gender Bias In Leader Evaluations: Merging Implicit Theories And Role Congruity Perspectives, Crystal L. Hoyt, Jeni L. Burnette

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

This research extends our understanding of gender bias in leader evaluations by merging role congruity and implicit theory perspectives. We tested and found support for the prediction that the link between people’s attitudes regarding women in authority and their subsequent gender-biased leader evaluations is significantly stronger for entity theorists (those who believe attributes are fixed) relative to incremental theorists (those who believe attributes are malleable). In Study 1, 147 participants evaluated male and female gubernatorial candidates. Results supported predictions, demonstrating that traditional attitudes toward women in authority significantly predicted a pro-male gender bias in leader evaluations (and progressive attitudes predicted …

Justice, The Public Sector, And Cities: Re-Legitimating The Activist State, Thad Williamson

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

The assault on egalitarian social justice in the United States over the past forty years has also been an assault on the legitimacy of vigorous public action to forward substantive goals. This is no coincidence: egalitarian conceptions of social justice invariably assume that the state will be the principal mechanism for establishing just social arrangements and rectifying inequalities (Rawls 1971; Dworkin 2000). In contrast, neoliberal conceptions of governance aim to both straitjacket the public sector and stymie efforts toward meaningful egalitarian redistribution. Given this strong internal connection between attractive conceptions of social justice and the idea of an active, competent …

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 …

The Reagan Standard, Gary L. Mcdowell

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

After much hemming and hawing, former U.S. Sen. Fred Dalton Thompson has made it official: He will seek the Republican nomination for the presidency. His official announcement, it has long been rumored, will cause a collective sigh of relief from a great many conservatives in the party. He is, after all, in their view, one of them. The question is, what does that mean?

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).

Causality, Change And Leadership, Gill Robinson Hickman

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

Conceptual perspective on leadership and change: in general essentialists maintain that social and natural realities exist apart from our perceptions of reality and that individuals perceive the world rather than construct it (Rosenblum and Travis 2003, p. 33). Conversely, constructionists believe that humans construct or create reality and give it meaning through social, economic and political interactions. Specifically, reality cannot be separated form the way people perceive it (Rosenblum and Travis 2003, p. 33). According to the constructionist view, therefore, people can change reality by changing their perceptions of it.

Judicial Nominees: Defining The Terms Of Senate Debates, Gary L. Mcdowell

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

Since roughly the beginning of the Reagan administration the left wing of the Democratic senatorial cohort has enjoyed remarkable success in disparaging Republican nominees to the federal judiciary as mere "conservatives". Its argument has been that those nominees would decide cases on everything from abortion to economic regulation on the basis of their "conservative" policy preferences. Sadly, as a general rule, the conservatives have allowed the Democrats to get away with this distortion.

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.

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.

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.

A Rejoinder To Abraham Hirsch, Samuel Hollander, Sandra J. Peart

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

The dispute between Hollander and Peart, and Hirsch, turns on the nature and role of verification in Mill’s perception of the appropriate method for Political Economy. Professor Hirsch maintains against us that, for Mill, the models constructed by political economists are insulated from verification. His case is based on two counterclaims. First, that when Mill writes of “verification” in Book III of the Logic, he has in mind a procedure differing from that appropriate for Political Economy, which allows only “indirect verification” (outlined in Book VI). Hirsch finds that Hollander and Peart confuse the two. Secondly, since the contexts …

Jevons's Applications Of Utilitarian Theory To Economic Policy, Sandra J. Peart

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

The precise nature of W. S. Jevons's utilitarianism as a guiding rule for economic policy has yet to be investigated, and that will be the first issue treated in this paper. While J. A. Schumpeter, for instance, asserted that 'some of the most prominent exponents of marginal utility' (including Jevons), were 'convinced utilitarians', he did not investigate the further implications for Jevons's policy analysis.¹