Leadership Studies Commons^™

How Does A Responsible Leader Win In A Competitive World?, Patricia Macneil, Rocky J. Dwyer, Maggie Matear

International Journal of Applied Management and Technology

Competitiveness demonstrates a firm’s effectiveness in achieving an advantage over others. A leader’s competitiveness can facilitate higher profits and growth. It can also lead to unethical and irresponsible corporate dealings. This paper suggests competitiveness can be responsible.

Responsible Leadership defines two main responsible leaders (RL), integrative and instrumental. Integrators are linked to social responsibility and multiple stakeholders, while Instrumentalists are associated with competitive advantage and shareholders. Missing from extant research frameworks is how the two RLs experience competitiveness.

We examined the lived experience of a group of Top 100 Leaders in Canada, finding that both RLs practiced responsible competitiveness. A …

A Multifaceted View Of Ceo Compensation And Performance: A Case Study, John Nirenberg

Journal of Sustainable Social Change

This case addresses CEO pay, a topic that annually stimulates the question of whether or not executive compensation is based on performance or something else and why it is so high in absolute terms. The societal impact of the new class of executives among the largest companies in the United States set apart from the rest of the world in a cocoon of wealth and privilege inflames resentment among workers, widens an already unfathomable distance between those at the top and the rest of us, and endangers the social amity among citizens of the polity . Positive social change might …

Can Four Generations Create Harmony Within A Public-Sector Environment?, Glenda B. Arrington, Rocky J. Dwyer

International Journal of Applied Management and Technology

The purpose of this quantitative study was to examine the relationship between generational cohort and cohort perceptions of managerial effectiveness within the context of the federal public service. Data in this study were derived from the Federal Employee Viewpoint Survey, which included 421,748 full-time, part-time, and nonseasonal federal government employees geographically dispersed across the United States and overseas. The results of the study indicated that ratings of managerial effectiveness by all four generational cohorts for all three levels of managers studied were relatively high with correlation coefficients ranging from .96 to .99. However, the only cohort association that consistently had …

A Case Study Exploration Of Strategies To Improve First-Line Supervisor Problem-Solving Abilities In The Retail Supermarket Industry, John E. Jarvis, Irene A. Williams

International Journal of Applied Management and Technology

First-line supervisors in U.S. retail organizations are unable to resolve nearly 34% of typical daily customer problems for their organizations. The purpose of this single-case study was to explore the strategies retail supermarket managers have used to improve first-line supervisor problem solving abilities within a retail supermarket company in Winston-Salem, North Carolina. Data were collected from semistructured interviews with four retail store manager participants with a successful record of improving first-line supervisor problem solving abilities. Based on inductive data analysis and methodological triangulation of the data collected, four themes emerged after the data analysis: (a) the importance of communicating expectations …

A Phenomenological Investigation Of Leader Development And Mindfulness Meditation, Denise A. Frizzell, Stephanie Hoon, David K. Banner

Journal of Sustainable Social Change

Regardless of the gap between the demands of the global work environment and the maturity of leaders, minimal research exists on the trend of the practice of mindfulness meditation and the developmental experiences of leaders. Consequently, scholars have little understanding of how an increasing number of leaders experience mindfulness meditation. The purpose of this study was to understand the perceived impact mindfulness meditation had on leader development for 20 manager-leaders who had a regular (at least 3 days a week) mindfulness meditation practice. The primary recruitment strategy included outreach to potential participants affiliated with professionally oriented mindfulness groups on LinkedIn. …