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Full-Text Articles in Social and Behavioral Sciences
A General Model Of Good Executive Leadership In Policy Contexts, Thad Williamson
A General Model Of Good Executive Leadership In Policy Contexts, Thad Williamson
Interdisciplinary Journal of Leadership Studies
This commentary stipulates a general model of policy leadership, encompassing decision-making, implementation, and evaluation. The model stresses attaining clarity about the nature of the issue being addressed, the values at stake, and the possible outcomes of alternative courses of action. While focused on the context of elected executives in municipal government, the stipulated model has broader applicability to other contexts. The article contends that following the model may both improve the effectiveness of political leaders and help build consensus (or compromise) among distinct political actors.
Gender Bias In Leader Evaluations: Merging Implicit Theories And Role Congruity Perspectives, Crystal L. Hoyt, Jeni L. Burnette
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 …
Why "Being There" Is Essential To Leadership, Joanne B. Ciulla
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
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
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.
Organizations Of Hope: Leading The Way To Transformation, Social Action, And Profitability, Gill Robinson Hickman
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.
Transformistic Theory, Gill Robinson Hickman
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.