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Articles 1531 - 1560 of 1807

Full-Text Articles in Business

On Being A Nonprofit Executive Director, Janet Elizabeth Rechtman Jan 2008

On Being A Nonprofit Executive Director, Janet Elizabeth Rechtman

Antioch University Dissertations & Theses

In describing the course of change in a dynamic field such as the nonprofit sector, neo-institutional theorists argue that isomorphic forces such as replication of best practices tend to increase the homogeneity of actors. This interplay of structure and agency creates what is known as the structuration of an institutional field. These theorists have little to say about the people who influence and are influenced by these dynamics. This study explores this personal experience at the micro level of the nonprofit field executive leadership. It focuses on their challenges related to the isomorphic pressures resulting from: (1) socio-economic roles, (2) …

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Mentoring Women Of Color For Leadership: Do Barriers Exist?, Sandra Yvonne Jeffcoat Jan 2008

Mentoring Women Of Color For Leadership: Do Barriers Exist?, Sandra Yvonne Jeffcoat

Antioch University Dissertations & Theses

The number of women in the workforce is increasing, but they continue to hold few corporate leadership positions. Women are running into the glass ceiling, a ceiling that is thicker for Women of Color. The under-representation of women and minorities in leadership positions and the recognition of the business value of Diversity in this global economy have driven organizations to launch diversity programs and use mentoring as support for aspiring women leaders. Ragins and Cotton's 1991 research found that there were barriers for women who were looking to use mentoring as a tool for leadership development, but her participants were …

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Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe Dec 2007

Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe

Student Scholarship

A qualitative study of eleven male and eleven female directors was undertaken to investigate gender differences relating to championing tough issues at the board. This study demonstrated that men and women at the board share common mechanisms in the championing process. Correspondingly, they also evidenced notable differences. A championing model is presented to examine the gendered differences of the "tough issues" championing process. The model incorporates (1) the preconditions to championing, (2) the board environment that impacts the choice to champion (3) the influencing factors that impact the engagement process (4) the engagement style of the champions and (5) the …

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The Future Of Leadership Development: The Importance Of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality And On-Boarding Processes, Craig L. Pearce Dec 2007

The Future Of Leadership Development: The Importance Of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality And On-Boarding Processes, Craig L. Pearce

Department of Management: Faculty Publications

Leadership and, consequently, leadership development have taken on far greater import in recent times. As organizations have steadily progressed into the knowledge economy we can no longer rely on simple notions of top–down, command-and-control leadership, based on the idea that workers are merely interchangeable drones. Accordingly, in this special issue you will find seven articles that provide a glimpse over the horizon, so to speak, of leadership development: Together the authors provide a rich research roadmap and a practical set of options for leadership development professionals regarding the next important steps for leadership development, which will carry us well into …

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Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe Dec 2007

Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe

Student Scholarship

A qualitative study of eleven male and eleven female directors was undertaken to investigate gender differences relating to championing tough issues at the board. This study demonstrated that men and women at the board share common mechanisms in the championing process. Correspondingly, they also evidenced notable differences. A championing model is presented to examine the gendered differences of the "tough issues" championing process. The model incorporates (1) the preconditions to championing, (2) the board environment that impacts the choice to champion (3) the influencing factors that impact the engagement process (4) the engagement style of the champions and (5) the …

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Timeless Values In Turbulent Times (Bentonville, Ar), C. William Pollard Sep 2007

Timeless Values In Turbulent Times (Bentonville, Ar), C. William Pollard

C. William Pollard Papers

Delivered at Wal-Mart headquarters in Bentonville, AR, this speech focuses on the importance of cultivating values and developing character in corporate institutions. Pollard pays special attention to the role of leaders in the formation of businesses as moral communities.

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Leadership Through Storytelling, Clive Muir Sep 2007

Leadership Through Storytelling, Clive Muir

Faculty Publications

No abstract provided.

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The Journey Of Life, C. William Pollard Aug 2007

The Journey Of Life, C. William Pollard

C. William Pollard Papers

Speaking at Emmaus College's (Dubuque, IA) 2007 convocation, Pollard urges the students to understand their vocation -- whatever it may be -- as a way of actualizing their commitment to Christ in everyday life.

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Trap, Escape And Vision Integration: Key Adaptive Challenges Of Leadership In Conflict, Tin Muang Than Aug 2007

Trap, Escape And Vision Integration: Key Adaptive Challenges Of Leadership In Conflict, Tin Muang Than

Student Scholarship

The paper identifies trap, escape and vision integration as adaptive challenges to leadership in conflict, particularly in the context of Burma, where military government and elected parties have been in political impasse since 1990 elections. International sanctions and constructive engagement strategies have failed to bring the parties to the table. Burmese opposition leaders have found that other parties are simply unwilling to begin negotiations. In this context, what can opposition leaders do when a major actor of conflict is reluctant to enter into negotiation? Concepts are mainly drawn from theories of leadership, conflict and group. The research objective is to …

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So You Want To Be A Leader In Higher Education? Developing Leadership In Women, Susan R. Madsen Aug 2007

So You Want To Be A Leader In Higher Education? Developing Leadership In Women, Susan R. Madsen

Marketing and Strategy Faculty Publications

This insightful and innovative PDW will 1) describe some of the results of a qualitative research study on the leadership development of ten women university presidents, and 2) provide participants with an opportunity to engage in self-analysis and personal reflection. "Leadership" will be broadly framed as leading from a formal position (e.g., president, VP, dean, associate dean, department chair, or committee chair) as well as influencing without an official title or formal authority; therefore, conference attendees interested in influencing change at any level in higher education would benefit.

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The Role Of Leadership In Emergent, Self-Organization, Donde Ashmos Plowman, Stephanie Solansky, Tammy E. Beck, Lakami Baker, Mukta Kulkarni, Deandra Villarreal Travis Aug 2007

The Role Of Leadership In Emergent, Self-Organization, Donde Ashmos Plowman, Stephanie Solansky, Tammy E. Beck, Lakami Baker, Mukta Kulkarni, Deandra Villarreal Travis

Department of Management: Faculty Publications

As complex systems, organizations exist far from equilibrium where the ongoing interaction of system components leads to emergent and self-organizing behavior. What, then, is the role of leadership in systems where change often emerges in unexpected ways? In this paper, we build on the work of Marion and Uhl-Bien who suggest that in complex systems leaders enable rather than control the future. While traditional views of leadership focus on the leader’s responsibility for determining and directing the future through heavy reliance on control mechanisms, we offer empirical support for a different view of leadership based on a complexity perspective of …

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Celebrating Paradoxes In Christian Leadership, Michael E. Cafferky Jul 2007

Celebrating Paradoxes In Christian Leadership, Michael E. Cafferky

Faculty Works

Studying organizations as dynamic, open systems has captured the interest of organizational scholars for several decades. Along with other influences this has led to pr9gressively more sophisticated understanding of how leaders and followers interact and how their organizations interact with the external environment. In turn, as our understanding has improved, scholarly awareness of the complexity of leadership has increased. One might argue that this awareness correspondingly has produced a better understanding of the many tensions that derive from dilemmas and paradoxes that leaders face in their work.

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What Leaders Can Learn From Athletics: Inconsistencies Between Leadership In Sports And Leadership In Corporations, Peter A. Maresco Jul 2007

What Leaders Can Learn From Athletics: Inconsistencies Between Leadership In Sports And Leadership In Corporations, Peter A. Maresco

WCBT Faculty Publications

The article discusses how the individual performance affect the performance of the rest of the members of the team. The author cites from the perspective of a baseball player or any other team sport where the actions of one affect the actions of the other members. Each player is familiar with the rules, knows exactly what to do when it come to playing their position, and each person on the team is fully aware of the impact their performance will have on the other members of the team. Therefore, business leaders should hire individuals who are already familiar with their …

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How Can Anyone Lead Others Until They Are Ready To Lead Themselves?, Peter A. Maresco Jul 2007

How Can Anyone Lead Others Until They Are Ready To Lead Themselves?, Peter A. Maresco

WCBT Faculty Publications

A personal narrative is presented which explores the author's experience on the quality of personal leadership.

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Leading With Timeless Values In Turbulent Times (East Lansing, Mi), C. William Pollard Jun 2007

Leading With Timeless Values In Turbulent Times (East Lansing, Mi), C. William Pollard

C. William Pollard Papers

Speaking at the 2007 Michigan Prayer Breakfast, Pollard argues that leadership requires certain moral and spiritual assets in order to be truly successful.

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Who Shall Lead? An Integrative Personality Approach To The Study Of The Antecedents Of Status In Informal Social Organizations, Peter D. Harms, Brent W. Roberts, Dustin Wood Jun 2007

Who Shall Lead? An Integrative Personality Approach To The Study Of The Antecedents Of Status In Informal Social Organizations, Peter D. Harms, Brent W. Roberts, Dustin Wood

Department of Management: Faculty Publications

The effects of personality traits, motives, and leadership identity claims on the attainment of status in informal, social organizations were assessed in several organizations using multiple indices of status. The power motive Hope for Power was predictive of holding executive offices. Extraversion and Conscientiousness predicted peer-ratings of social influence. Extraversion, Emotional Stability, and Dominance were related to subjective beliefs of personal power and influence. Seeing oneself as a leader mediated the effects of personality traits and motives on subjective sense of power and attaining social influence, but not achieving formal office. Together, these findings offer an integrated look at the …

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Leading With Timeless Values In Turbulent Times (Belfast), C. William Pollard May 2007

Leading With Timeless Values In Turbulent Times (Belfast), C. William Pollard

C. William Pollard Papers

In this address at the Lord Mayor's Breakfast in Belfast, Pollard considers how leaders require certain moral and spiritual assets in order to be truly successful.

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Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer May 2007

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer

Organization Management Journal

The leadership of Robert Oppenheimer, Director of the Los Alamos Laboratory during WWII, serves as a vivid lesson in leadership. The recollections of those who worked with Oppenheimer at Los Alamos clearly attribute much of the success of the laboratory to Oppenheimer’s leadership. Of specific interest are: Oppenheimer's efforts in recruiting, his ability to create a sense of meaning and purpose at the laboratory, his technical competence, and his ability to generate commitment and involvement among members of the laboratory.

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Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer May 2007

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer

Organization Management Journal

The leadership of Robert Oppenheimer, Director of the Los Alamos Laboratory during WWII, serves as a vivid lesson in leadership. The recollections of those who worked with Oppenheimer at Los Alamos clearly attribute much of the success of the laboratory to Oppenheimer’s leadership. Of specific interest are: Oppenheimer's efforts in recruiting, his ability to create a sense of meaning and purpose at the laboratory, his technical competence, and his ability to generate commitment and involvement among members of the laboratory.

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Complexity Leadership Theory: Shifting Leadership From The Industrial Age To The Knowledge Era, Mary Uhl-Bien, Russ Marion, Bill Mckelvey Apr 2007

Complexity Leadership Theory: Shifting Leadership From The Industrial Age To The Knowledge Era, Mary Uhl-Bien, Russ Marion, Bill Mckelvey

Leadership Institute: Faculty Publications

Leadership models of the last century have been products of top-down, bureaucratic paradigms. These models are eminently effective for an economy premised on physical production but are not well-suited for a more knowledge-oriented economy. Complexity science suggests a different paradigm for leadership—one that frames leadership as a complex interactive dynamic from which adaptive outcomes (e.g., learning, innovation, and adaptability) emerge. This article draws from complexity science to develop an overarching framework for the study of Complexity Leadership Theory, a leadership paradigm that focuses on enabling the learning, creative, and adaptive capacity of complex adaptive systems (CAS) within a context of …

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Leadership And Recruitment: What Leaders Can Learn From Coach Robert Montgomery Knight, Peter A. Maresco Apr 2007

Leadership And Recruitment: What Leaders Can Learn From Coach Robert Montgomery Knight, Peter A. Maresco

WCBT Faculty Publications

The article discusses the leadership style of coach Robert Knight that can be adapted by business leaders in recruiting and managing their employees. Background information about Knight is presented. It is said that Knight believes that coaching is motivation and leadership and understanding human nature. According to the author, Knight is concerned with creating an environment where helping co-workers work to their fullest is the norm. Some additional insights into the leadership philosophy of Knight are presented.

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A Comparative Assessment Of The Knowledge Management Leadership Approaches Within The Department Of Defense, Tommy V.S. Marshall Ii Mar 2007

A Comparative Assessment Of The Knowledge Management Leadership Approaches Within The Department Of Defense, Tommy V.S. Marshall Ii

Theses and Dissertations

Knowledge has superseded traditional corporate assets and has become the strategic resource for competitive advantage. To reap the benefits of knowledge, organizations must harvest and leverage the collective knowledge of the entire workforce. This is achieved through effective knowledge management. KM involves processes to create, to store, and transfer knowledge to accomplish business objectives and to achieve a competitive advantage. The Department of Defense has also recognized the importance of KM and has since mandated the acquiring, refining, and sharing of knowledge. The Departments of the Army, Air Force, and Navy have each undertaken individual KM efforts. This research, guided …

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A Qualitative Study Of Selected Quality Knowledge And Practices In Guangdong Province, China, Tyler R. Thomas Mar 2007

A Qualitative Study Of Selected Quality Knowledge And Practices In Guangdong Province, China, Tyler R. Thomas

Theses and Dissertations

The manufacturing industry has become very competitive in today's global market environment. Many US companies are faced with the choice of keeping their manufacturing domestic or looking to low cost off-shore countries to take advantage of the labor costs differences. To gain an understanding of the state of manufacturing in China, a major focus in the manufacturing world today, this thesis was undertaken. This thesis presents the findings of research conducted in Guangdong Province, China in June - July, 2005. This research addressed customer focus, leadership and general manufacturing and quality knowledge and practices of small, medium and large sized …

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The Effects Of Career Broadening On Leadership Development, S. David Walker Mar 2007

The Effects Of Career Broadening On Leadership Development, S. David Walker

Theses and Dissertations

The goal of this research was to improve the Air Force’s knowledge of the effects of career broadening jobs on the leadership development of its officer corps. Specifically, the study sought to find significant relationships between incidents of career broadening in the officers’ background and their odds of being selected for promotion and in-residence professional military education (PME). Selection under these two areas is considered recognition of an officer’s ability to handle more responsibility and greater leadership challenges. Therefore, they are logical assessments of an officer’s leadership development. Duty histories of officers who met the Major, Lieutenant Colonel, and Colonel …

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Developing Leadership During Adolescence: The Experiences Of University Presidents, Susan R. Madsen Mar 2007

Developing Leadership During Adolescence: The Experiences Of University Presidents, Susan R. Madsen

Marketing and Strategy Faculty Publications

No abstract provided.

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Leading With Timeless Values In Turbulent Times (Toronto), C. William Pollard Feb 2007

Leading With Timeless Values In Turbulent Times (Toronto), C. William Pollard

C. William Pollard Papers

In this speech, Pollard asks whether institutions such as Worldvision can uphold "timeless values" in a pluralistic society. He goes on to contend that they can if only managers see themselves as being moral as well as corporate leaders.

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Leadership In Turbulent Times (Indianapolis), C. William Pollard Jan 2007

Leadership In Turbulent Times (Indianapolis), C. William Pollard

C. William Pollard Papers

Whereas many Christians consider business a "necessary evil," in this address at the Christian Bookseller's Association Advance 2007 meeting (Indianapolis, IN) Pollard argues that profit can be virtuous, especially if corporate managers set the tone by considering themselves the servants of those they lead.




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Management As A Liberal Art (Chattanooga, Tn), C. William Pollard Jan 2007

Management As A Liberal Art (Chattanooga, Tn), C. William Pollard

C. William Pollard Papers

Speaking at Covenant College, Pollard outlines his vision -- adopted from that of noted theorist Peter Drucker -- of management as a liberal art. In particular, he focuses on how corporate leadership cannot be oriented to simply utilitarian goals but must also consider the whole person physical, spiritual, and moral being.

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Relationship-Building And Sales Success: Are Climate And Leadership Key?, Clive Muir Jan 2007

Relationship-Building And Sales Success: Are Climate And Leadership Key?, Clive Muir

Faculty Publications

No abstract provided.

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Downsizing, Rightsizing, And Restructuring: How Leadership Can Increase Associate Accountability During Change, Edward S. Keszkowski Jan 2007

Downsizing, Rightsizing, And Restructuring: How Leadership Can Increase Associate Accountability During Change, Edward S. Keszkowski

Seton Hall University Dissertations and Theses (ETDs)

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