Leadership Studies Commons^™

An Inquiry Into The Aviation Management Education Paradigm Shift, Matthew P. Earnhardt, Jason M. Newcomer, Daryl V. Watkins, James W. Marion

International Journal of Aviation, Aeronautics, and Aerospace

Working adults with four-year degrees from accredited colleges or universities earn, on average, almost three times more than individuals without a degree. This pay gap led Newcomer and his colleagues to study attitudes of aviation and aerospace managers towards education. That study found that managers valued education in new hires, even though they did not deem it critical to their own positions. That finding indicated a potential paradigm shift towards the perceived value of education in the industry.

In the current qualitative, phenomenological research, we interviewed 14 managers from various capacities within the aviation and aerospace industries to determine the …

Collective Begging At Its Best: Labor-Management Relations In South Dakota, Gary Aguiar

Journal of Collective Bargaining in the Academy

Public employee labor unions in South Dakota possess a feeble set of bargaining rights, so weak it should be considered “collective begging.” However, our recent contract contains significant victories despite decades of playing defense. What lessons can be learned from this experience that might help other similarly situated faculty unions? What does this case study teach us about the disparity of power, especially where labor has fewer legal and political tools than management? I apply DiGiovanni’s (2011) typology of “intangible influences” on collective bargaining to explain our success. As DiGiovanni predicts, history and timing played a large role in influencing …

Learning New Management Viewpoints: Recontextualizing Strategic Leadership In Global And Regional Context, Ahmad Raza, Hasan Sohaib Murad

Business Review

This paper makes a theoretical critique of the current paradigm on strategic leadership and proposes an epistemology of managerial practice as unfolded in the business contexts. It is argued that there exist dichotomic views of managerial practice based on profit-logic versus responsibility logic throughout the corporate world. The strategic leaders, instead of practicing one of these logics, should try to synthesize best of the both at the cognitive level and then apply them into the business and management environment. The rapid technological changes coupled with the profound cultural heterogeneity at the workplace have also created the determinants of humanly responsive …