bluuebunny/crossref_metadata_2025 huggingface dataset:
A Theoretical Consideration of Leadership and the Global Heterarchy
Authors: Sosik John J. , Jung Dong I.
Published: December 2008

Global heterarchy represents a novel structural design to facilitate multinational operations. Heterarchy is characterized by multiple operational centers, bottom-up management, control through strong corporate culture, interorganizational alliances, and radical problem orientation. To accommodate these unique attributes, Hedlund and Rolander (1990) outlined an alternative framework for the relationship between organizational strategy, structure and environment. Despite an abundance of theory which suggests that leadership is important for the design and development of organizational strategy and structure, Hedlund and Rolander's model ignores linkages among leadership, strategy, structure and environment. This paper examines the impact of leadership on strategy, structure and environment for the global heterarchy.
An Investigation of Gender Effects on Followers' Ratings of Leaders, Leaders' Self-Ratings and Reactions to Feedback
Authors: Atwater Leanne , Roush Paul
Published: December 2008

Consistent with stereotype-fit and rater/ratee congruence models, male followers rated female leaders lower than they rated male leaders. Male followers also rated female leaders lower than females rated females. Female followers did not rate females higher than they rated males. While the stereotype-fit and rater/ratee congruence models appeared to hold for males, they did not hold for females in this sample. As hypothesized, male and female leaders did not differ in their self-ratings of leadership made confidentially. Contrary to hypotheses, females were not more likely than males to lower their self-ratings in response to negative feedback. Males and females also did not react differently to positive feedback.
Theory and Implications Regarding the Utilization of Strategic Humor by Leaders
Authors: Crawford C.B.
Published: December 2008

Humor, a communicative tactic used to engender support, is often employed, but rarely understood. Literature in the field of humor has attempted to define situations where humor could be beneficial. Even today few definitive answers exist relating humor to effective leadership communicative behavior. Thus, the purpose of this research is to present current research findings about the symbolic nature of leadership as enacted through humor.

Initially, this research details the important symbolic realm within which leaders work. Next, some of the relevant literature dealing with humor is discussed. Specifically, humor is defined and the purposes of humor are elaborated. This research also reviews contemporary leadership literature dealing with humor. Finally, this research evaluates the appropriateness of each form of humor and specific guidelines for effective humor are discussed.
CEOs: Actions and Traits That Result in Profitable Companies
Authors: Toney Frank
Published: December 2008

Chief Executive Officers (CEOs) are in leadership positions and have a major impact on company profitability. The problem is that their degree of success ranges from those that always achieve high profits year after year to those that are unprofitable and even bankrupt. It would follow that the consistently profitable CEOs implement different actions and behaviors than non profitable CEOs. Specifically, profitable CEOs seem to maintain the focus of their attention on profitability as a goal. The focus is manifested by creating a profit-oriented corporate strategy and structure. Subordinates and supporting teams are nurtured and motivated to focus on the goal of profitability. Accounting and finance skills are emphasized in critically analyzing daily decisions.
Political Leaders and Followers: Two Sides of the Same Coin?
Authors: Sarsar Saliba , Stunkel Kenneth R.
Published: December 2008

This article examines the question of and paths to political leadership. This is done as a preface to analyzing varying perspectives on leadership, principally those of the elitist and participatory types. An assessment of political leadership follows, one that emphasizes, among other things, that a good leader must have authority, a following, efficiency, and effectiveness, as well as the ability to confront reality and communicate its outlines to followers; to give followers a sense of being part of the solution to problems, that is, of participating as active followers; and to tell followers truths they prefer not to hear.
What Women Bring to the Table...of Leadership
Authors: Chandler Judith B. , Taylor Susan M.
Published: December 2008

John Gardner, among others, pleads that the world cries out for leadership. But women have in neither traditional nor contemporary managerial and political hierarchies been fairly represented in roles of leadership and power, especially considering that they proverbially "hold up half the sky." The authors explore the research on women and leadership and suggest that it is past time for leadership professionals to recognize, understand, and develop the contributions that women--uniquely or not--bring to the table of leadership.
The Relationship Between Literature and Leadership: A Humanities-Based Approach for Studying Leadership
Authors: Gehrs Linda M.
Published: December 2008

Current studies of leadership focus primarily on the use of empirical research to clarify our understanding of leadership. Unfortunately, these studies are often limited in the amount of information they reveal, simply because they are unable to address many of the variables or influences that lie outside the scope of empirical research. In contrast, many of the humanities, such as philosophy and the study of literature, look at information from an entirely different perspective and allow a multitude of variables to be examined simultaneously. However, few studies have been conducted that try to look at leadership from this perspective, and the relative usefulness of this type of study has not yet been adequately examined. The purpose of this paper is to discuss how literary works can be used to teach leadership to students and scholars.
The Grammar of Leadership Education
Authors: Lewis Chad T.
Published: December 2008

Emphasizing the theory of leadership ("leadership" as noun) does not necessarily teach students the effective practice of leadership ("leadership" as verb). Emphasizing leadership practice to the exclusion of theory is also problematic. Consequently, leadership educators should first determine the objectives of a lecture, course, curriculum, or program, then design pedagogy accordingly. In the process, they should separate, and appropriately emphasize, constructs of "leadership" as noun and verb, keeping in mind the purpose and context of education, and the notion that mastery of one aspect of leadership does not necessarily contribute to mastery of the other. Whetten and Cameron's "managerial skills approach" is an example of a framework that effectively reconciles theory and practice.

In time, an interpretive grammar for leadership education may evolve, not as replacement for traditional methods such as the managerial skills, lecture, or case approaches, but as an addition that better reflects the emerging transformational leadership paradigm. A postscript touches on this possibility.
Leadership Since 1975: Advancement or Inertia?
Authors: Phillips Jean M.
Published: December 2008

This paper discusses advancements in three areas of leadership theorizing (trait, situational, and situational contingency approaches) since 1975, and identifies several major approaches to leadership that have emerged in the last two decades. An integrative framework is presented to compare the primary focus of leadership theories from 1975 to the primary focus of current leadership theories. The question of whether the conclusions of a review of the leadership literature done in 1975 would still hold today is also examined.
Beyond Traditional Leadership: Leading Others To Lead Themselves
Authors: Goel Sanjay , Manz Charles C. , Neck Christopher P. , Neck Heidi M.
Published: December 2008

Changes in the global work environment are forcing organizations to consider an alternative form of leadership labeled SuperLeadership (Manz and Sims, 1989). The aim of a SuperLeader is to build an organization of self-leaders to foster employees to lead themselves. Self-leadership is an extensive set of strategies focused on the behaviors and thoughts that people use to influence themselves (Manz, 1992). We focus on the changing theories of leadership leading to the evolution of SuperLeadership. Examples of SuperLeadership are given to prove the powerful existence of this process in organizations today.
Learning to Speak the Language of Citizen Leadership
Authors: Jack Elkin Terry
Published: December 2008

Democracy in America argues that active involvement in common concerns is the foundation of American society. According to Tocqueville, "Citizens who are bound to take part in public affairs must turn from the private interest and occasionally take a look at something other than themselves." Anyone who desires to take the step and interact with others within their community must speak the "the language of citizen leadership." However, to speak this language well certain "democratic arts" must be mastered.
Sex and Gender Differences in Leadership
Authors: Murphy Edward F. , Eckstat Arthur , Parker Timothy
Published: December 2008

There is a continuing dispute in the literature over whether sex and/or gender differences exist in leadership behavior. The purpose of this paper is to purview the literature, make recommendations for future research in the field, and discuss implications for practitioners.
Learning the Language of Leadership: A Proposed Agenda for Leader Training
Authors: Mayfield Jacqueline R. , Mayfield Milton R.
Published: December 2008

This paper proposes a training/research agenda for teaching leaders strategic language. Strategic language is defined by motivating language theory (Sullivan, 1988) as leader-to-subordinate oral communication that increases the likelihood of such desirable worker outcomes as high performance levels and job satisfaction. Motivating language has been further specified as appropriate use of the following speech act categories: 1) Direction-Giving, 2) Empathetic, and 3) Meaning-Making.

Motivating language theory and its predictions have received strong support from previous research, including scale development and model testing. The proposed next step is implementation through organizational diagnosis and training programs.
The Five Lenses of Leadership
Authors: Arnott David H.
Published: December 2008

Leadership is explained by five "lenses" which top management teams may adopt for use in viewing leadership in their particular organization. From macro to micro in dimension, they are: The strategist, who sees leadership as a pair of binoculars. The organizational theorist, who sees leadership as a pair of glasses which are designed in the correct shape. The organizational behaviorist, who sees leadership as contact lenses. The human resource person who sees leadership as a microscope. Lastly, are people who see organizations as not needing leadership at all, so they see leadership as having perfect vision.
Teaching Essential Behaviors of Leadership: A Rationale and Syllabus
Authors: Watt Willis M.
Published: December 2008

In an interview, General H. Norman Schwarzkopf (retired) said, "...if you chose to wear the mantle of leadership, it places a burden on you to conduct yourself differently than the average person" (1994, p. 6). So, what is a leader? Can leadership behaviors be taught? The answer is, "yes". Unfortunately, educators have lagged behind the development curve in providing for effective leaders. Educators must be the avant garde in ensuring effective leadership for tomorrow and the 21st century. The purpose of this paper was (a) to present a discussion of the literature concerning leadership and (b) to provide a course syllabus for leadership behaviors.
Transformational Teaching: An Examination of Classroom Leadership
Authors: Patterson Coleman E.P.
Published: December 2008

The diversity and complexity of American Higher Education prevents many students from recognizing their full academic potentials. Transforming average and below-average students into highly committed, motivated learners should be a primary goal of educators. How do we, as college educators, inspire students to become self-active, enthusiastic learners? The management concepts of transformational leadership are analyzed and applied to this question.
How To Lead People For Best Results: Information Leadership
Authors: Everson Peter
Published: December 2008

Information Leadership is a universal common language framework for developing personal and organizational leadership. This Mind-Paradigm updates knowledge while presenting management as one of the 7 Super Skills of Information Leadership. Computer modeling ideas and concepts like this provides a whole new way to think and communicate. You'll discover like an athlete how to image your skills and sense the process to quickly improve. Practicing these skills in real projects you'll build teamwork to achieve career, team and organization excellence.
Women in Leadership: The Norwegian Example
Authors: Moen Janet Kelly
Published: December 2008

The presence of Norwegian women in leadership roles is among the highest in the world, with women occupying public positions from the office of prime minister to cabinet positions and nearly 40% of the Storting (parliament). Fifteen women in the administration and party leadership were interviewed in the spring of 1994. Interviews were content analyzed to address the observations of these women leaders. Research questions included entry into the political system, perceived differences in leadership styles, women's agendas, difficulties faced by the women, and coping strategies. Discussion centers around the lessons which can be learned from the Norwegian experience.
Leadership: Too Elusive for Definition?
Authors: Counts George E. , Farmer Richard F. , Shepard I. Sue
Published: December 2008

School administration has numerous definitions and theories of leadership that seem useful and visionary primarily to those with pride of authorship. In spite of these theories, leadership is called elusive. Some possible explanations include ambiguity in meaning of critical words, uncertainty about the purpose(s) of theories, an aversion to theories for a single profession, a cultural preference for science over philosophy, disagreement about when to invoke definitions, a concern about the significance of gender variables, and a desire to distance the profession from a history of top-down reliance on authority. A new theory of leadership is presented below.
The Bricks, Mortar, and Architecture of the MBA Program
Authors: Schatz Martin , Currie David M.
Published: December 2008

To many, the MBA program has failed to live up to its expectation. In part, this is because expectations have changed, and are different now than when the MBA curriculum was established.

The problem in responding to these new demands is that schools have tried to build the curriculum with course work alone. A typical response to the problem of inadequate training has been to add another course to the curriculum. This is analogous to trying to build a house out of bricks or concrete blocks by placing one on top of another without regard for the design or the stability of the house. Just as a house needs an architect to plan the design, and mortar to support the structure, so does building the curriculum need all three components -- bricks, mortar and architecture. This paper deals with these components as they apply to the MBA program.
Bonding Two Cultures, University and Community, Through Leadership Development
Authors: Kaagan Stephen , Stovall Bennie , Hesterman Oran , Catala Yvonne
Published: December 2008

The authors explore how leadership development can serve as a means to bond two cultures, the culture of the university and the culture of the broader community that the university is here to serve. The exploration provides a definition of key terms and a review of relevant literature, offers a vision of a more effective bond and a rendering of the current state of relations between university and community, and ends with an outline of the dimensions of an innovative project at Michigan State University in community leadership development.
The Leadership Student and the Leadership Teacher: A Trans-Role/Transatlantic Dialogue
Authors: Howe William , Lipscomb Cristy
Published: December 2008

Leadership education, conceived as consonant with post-industrial thinking, is a dialogical relationship between student and teacher wherein traditional student/teacher roles are continually put in question and may even reverse themselves. Like the "follower" and leader in the realm of leadership practice, student and teacher in leadership education engage in a process of mutual discovery and critique. The student-teacher dialogue offered here attempts to use both form (dialogue) and content (the importance of a dialogical relationship) to shed light on student-teacher roles and on both "following"/leading and learning/teaching in two different cultural contexts--the United States and Hungary. It seeks, then, to explore leadership education through trans-role and transatlantic perspectives.
Practicing What We Teach at Duquesne: A Laboratory for Leadership
Authors: Henderson James E.
Published: December 2008

The Interdisciplinary Doctoral Program for Educational Leaders (IDPEL) is a radical departure from traditional leadership teaching methodologies. IDPEL embodies a teaching experience in which the program itself provides models of the very leadership skills, traits, and methodologies that the participants are encouraged to study and emulate. It is a program that boldly attempts to put best leadership theories into practice--in the operations of the program itself. Indeed, leadership is best taught through a combination of theoretical inquiry and research, practical application of the concepts studied in the "real world," and modeling of best practices in a laboratory setting. In this leadership laboratory, the issues with which IDPEL community members grapple are real and very important--they deal with the structure, function, and composition of the doctoral program itself, and with three essential aspects of leadership.
Reciprocating Transformational Leadership
Authors: McCaslin Mark L.
Published: December 2008

Reciprocating transformational leadership has its roots in the human concept of community. Leaders, leadership, relationships, and citizenship represent observable activities within the community. They manifest themselves in the form of product, process, possibilities, and participation. Each alone can lead to a form of community improvement, however if they can be unified through a commonality of purpose extraordinary events emerge. Reciprocating transformational leadership is an attempt to examine the nature of leadership holistically. It is defined as a synergistic relationship that creates opportunities necessary in identifying and addressing our commonality of purpose.
A Comprehensive Approach to Assessing Leadership Students and Programs: Preliminary Findings
Authors: Brungardt Curt , Crawford C.B.
Published: December 2008

Assessment and evaluation of leadership students is an important aspect of furthering the academic discipline of leadership. Furthermore, assessment and evaluation of leadership programs help ground programs in the needs of students while working within the constraints of academe. This article focuses first on defining and building a framework for assessment and evaluation. Assessment and evaluation should be based on a multi-method and longitudinal philosophy. Second, this article provides some preliminary findings regarding the assessment and evaluation of an academic leadership program. Evaluation of the results indicates that students in the leadership studies program are overwhelmingly pleased with their experience. Though assessment and evaluation show promising results, more long-term research must be performed to understand the improvement of student reaction, knowledge, behavior, and results.
Leadership in Communities of Color: Elements and Sensitivities of a Universal Model
Authors: Martinez-Cosio Maria
Published: December 2008

The demographic changes of the 21 st century promise a very different arena for the practice of leadership in our country. People from ethnic, religious and cultural groups are clamoring for respect of their cultural values while seeking full participation in decision-making processes. The industrial model of leadership fails to fulfill the needs of this growing diversity of voices. This article takes a closer look at Dr. Joe Rost's definition of leadership as "an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes" and its application to communities of color. The elements of Rost's definition foster pluralism which occurs when minority group members participate fully in the dominant society, yet maintain their cultural differences. In other words, Rost's definition is promoting leadership for an increasingly diverse 21st century.
Theoretical Foundations of the New Leadership: Gilligan, Deming, and Nemerowicz & Rosi
Authors: Sloan De Villo
Published: December 2008

This essay identifies three core sources that have contributed significantly to new leadership theory and examines their content using methods from the field of literary theory. The main discovery to emerge in this process is that a critique of individualism connects these very diverse works. Included in this analysis is (1) Carol Gilligan's writing on the psychological and moral development of women; (2) W. Edwards Deming's organizational theories associated with Total Quality Management; and (3) the early work of Gloria Nemerowicz and Eugene Rosi on the subject of leadership education. The essay also discusses the ideological aspects of new leadership theory.
Strategic Leadership and Skill Usage by Academic Presidents
Authors: Martin Marc J. , Aupperle Kenneth E. , Rongxin Chen
Published: December 2008

The literature has emphasized the significance of conceptual skills as strategic leaders engage in strategic planning. This paper has identified that academic presidents of large to moderate public four-year collegiate institutions rank interpersonal skills beyond conceptual skills while fulfilling their presidential duties that primarily involves the strategic management of the institution.
Looking Glass, Inc.: A Classroom Experience
Authors: Santora Joseph C.
Published: December 2008

This article presents experience with and background information on Looking Glass, Inc., an in-basket business simulation from the Center for Creative Leadership. It begins with an overview of the simulation which is followed by a description of its implementation in a business management course. Findings and learning outcomes are discussed. The article concludes with recommendations to maximize effectiveness of the simulation and a review of its attendant problems and benefits.
Conflict Management
Authors: Terry Paul M.
Published: December 2008

A school leader cannot avoid dealing with conflict. The successful leader is one that will be proactive and anticipates problems. The role of the school leader in resolving conflict is one that requires outstanding interpersonal skills as well as an ability to think critically. For a leader to deal more successfully with conflict, it is critically important that one is cognizant of many strategies and models necessary to resolve a disagreement toward a successful resolution. When a conflict occurs, the instinctive response of most persons involved is to win. Conflict management techniques are most definitely some of the most valuable tools we can teach all people in leadership positions. This article provides a foundational background of conflict, as well as conflict management methods one may adopt to enhance their leadership style.
Can Presidents Lead?
Authors: Genovese Michael A.
Published: December 2008

Recent presidents have generally been considered disappointing or failures by both public and scholarly audiences. Why is this the case? Why have liberals and conservatives, Democrats and Republicans been unable to make the presidency function effectively? I argue that there are a variety of factors which work against presidential leadership in non-crisis, non foreign policy arenas, creating an "anti-leadership" bias. Here I focus on two main factors: the intent of the inventors of the presidency, and the structural design of government created by the Framers of the Constitution.
Colors of a Leader: Color and Characteristics Comparison
Authors: Oberst Gayle
Published: December 2008

As our society becomes more visual and color-oriented, it is only natural that a correlation exists in the way individuals see and think of leaders and colors. This paper identifies and explores the relationship of leadership skills and four colors. Using colors, examples are given of "everyday" citizens serving as leaders. The "color/leader" concept is suggested as a means of creating awareness and developing an interest in building leadership skills.
Defining Leadership: Can We See the Forest for the Trees?
Authors: Burns John S.
Published: December 2008

The leadership forest of literature is growing and tangled. Teachers and students, like most scholars, tend to identify with a particular leadership theory or definition, often at the expense of excluding other good ideas. Joseph Rost and Ronald Heifetz have written recent books which forward important new ideas about leadership. This paper examines the leadership definitions forwarded by these two scholars as well as the definition offered by James MacGregor Burns, in order to identify their commonalties instead of emphasizing their differences. Exploration of these common ideas uncovers an important new path to explore in the leadership forest: applied civics.
Leadership Over the Long Run
Authors: Cooper Darrell , Kryska Joseph , Tubbs Stewart L.
Published: December 2008

This article describes a seven year attempt to systematically improve a company using such modern leadership tools as employee involvement, empowerment, teamwork, and total quality management. The methodology is explained along with the results. It also includes generalizations that can be used in other organizations.
Philosophical Foundation of Citizen Leadership
Authors: Jack Elkin Terry
Published: December 2008

In his farewell address to the nation on January 14, 1981, Jimmy Carter observed that "...the only title in our democracy superior to that of President is the title of citizen." Citizen potential notwithstanding, people don't seem to know how to confront problems we all face each and every day of our lives. But teaching the "nuts and bolts" of leadership to the exclusion of the underlying philosophical foundation of citizen leadership is problematic. This article offers such a rationale for citizen leadership.
Executive Leadership: Responding to Change
Authors: Santora Joseph C. , Sarros James C.
Published: December 2008

In turbulent economic, political, and social times executives of nonprofit organizations must take appropriate organizational measures to ensure the continued longevity of their organizations. This case study chronicles leadership and change in response to fluctutating external conditions of a community-based, nonprofit organization with a twenty-five year history. Executive leadership transformed the organization by implementing strategic organizational changes. Our case study suggests that leadership is important, drives the organization, and is an essential and vital component for organizational development and longevity in highly turbulent times. We also suggest that leadership begin to challenge followers to assume their own brand of organizational leadership.
Ethical Leadership
Authors: Knapp John C. , Olson Steven
Published: December 2008

Business leaders are frequently mute when asked about what ethical leadership entails. The authors briefly explore the causes of this silence and conclude by noting that ethical values are always involved in leadership, regardless of whether or not leaders are explicitly aware of the fact.
Leader Authenticity: Key to Organizational Climate, Health and Perceived Leader Effectiveness
Authors: Henderson James E. , Brookhart Susan M.
Published: December 2008

A revised Leader Authenticity Scale was designed for use in determining the authenticity of both educational leaders and leaders outside of educational settings. The initial Leader Authenticity Scale had focused on ascertaining a school principal's authenticity as perceived by the school's faculty and staff. A Staff Authenticity Scale, derived from a Teacher Authenticity Scale and designed for use in educational and non-educational organizations, was also developed and tested. Leader and staff authenticity were related as predicted to organizational health, organizational climate, and leader effectiveness. A causal model predicting organizational health and organizational climate from leader authenticity and staff authenticity was constructed.
Leadership: Creating a New Reality
Authors: Kielson Daniel C.
Published: December 2008

Four fundamental transformations are having a dramatic impact on the leadership and operation of organizations, institutions and governments throughout the world: from control to empowerment, from competition to collaboration, from objects to relationships, and from stability to change. The leaders who are incorporating these transformations are effectively positioning their organizations for the future. In most instances, however, the words have outpaced the deeds. When the values and beliefs of the leader are in harmony with these transformations, then and only then, will the leader be successful. This article examines the basic assumptions underlying these transformations, their resulting behaviors in the work place, and their impact on the application of leadership.
The Leadership Theory of Amatai Etzioni: A Researcher Ahead of his Time
Authors: Patterson Coleman E. P.
Published: December 2008

This historical essay recognizes the contribution of Amatai Etzioni to the theory of organizational leadership. Despite his identification of topics which later became the dominant leadership paradigms of the next several decades, Etzioni has largely been unrecognized in the leadership literature. In this essay, Etzioni's ideas are described and compared to the ideas of the leadership field. His ideas are also placed in the timeline of leadership theory development.
Leadership Definitions and Theorists: Do Practitioners and Professors Agree?
Authors: Shepard I. Sue , Farmer Richard F. , Counts George E.
Published: December 2008

Leadership definitions are foundational to leadership theories. The survey assessed awareness and support level for definitions and theoretical positions among practitioners and professors. Eleven definitions and seven theorists were included. Although professors and practitioners appeared to be oblivious to the logical contradictions which existed in the eleven definitions, those from Rost and Covey had more popular support than might be expected from levels of awareness. Stumbling blocks to endorsement of definitions were judged to be authority words and some philosophic overtones. The need for consensus on standards for defining leadership was recognized. Implications for the hiring of superintendents were discussed.
Organizational Communication and Leadership: A Collaborative Philosophy Toward Teaching Leadership with Syllabus
Authors: Watt Willis M.
Published: December 2008

Basic elements of leading include serving, being a part of a team, going beyond human differences, and providing answers to difficult questions often under difficult circumstances. Progress and growth are dependent on effective leadership. In part, this is true because effective leaders provide vision. Through their vision leaders are able to influence, not only individuals, but organizations and often nations.

Leadership is essential in organizations. Given the principle that everyone has the potential to be a leader, it is important for educators to provide courses designed to promote effective leadership and communication behavior in organizations.
Active Leadership in Schools
Authors: Moore Rock , Suleiman Mahmoud
Published: December 2008

Teachers as leaders or teacher leadership is not a new idea. Teachers have served as team leaders, department chairs, curriculum and staff developers for many years. However, beyond the title given, teacher leadership roles have been very limited in scope. Most teacher leadership positions have existed at the whim of administration or within a hierarchical structure of decision making where the teacher had no real leadership power or role. This article discusses the importance of teachers moving out of managerial roles into real leadership roles. As this transformation comes about, real educational change will take place and with it will come empowered teacher leaders.
Establishing Leadership Studies in the Liberal Arts Curriculum Through Conflict Resolution Education
Authors: Cavenagh Thomas D.
Published: December 2008

This article argues that leadership and conflict resolution coursework are integrally related, and should both be part of the liberal arts program. Specifically, this article has four objectives: to state the purposes of liberal arts education; to describe the aims of leadership education; to connect leadership studies to the liberal arts curriculum through conflict resolution education; and, to provide introductory pedagogical information on conflict resolution education. Finally, the article will describe the approach taken by the North Central College Leadership, Ethics and Values Program and Dispute Resolution Center to teach leadership by teaching conflict resolution.
Understanding Sex Differences in Leadership Behavior
Authors: Park Daewoo , Krishnan Hema A.
Published: December 2008

Two streams of argument regarding sex differences in leadership behavior have been evolved. One group of researchers has reported sex differences in leadership behavior whereas the other group has reported no differences. To resolve this issue, more studies are required. Attempting to better understand this issue, the current study examines the previous and current theories and explains the implication of macro-micro linkages in organizational research for studying sex differences in leadership behavior.
Women Evolving as Leaders
Authors: Thackray Cindy , McCall Miles
Published: December 2008

Leadership is traditionally perceived as a male position. However, women have taken on leadership roles for centuries. This article examines the leadership role from a female perspective. This material focuses on the leadership styles and strategies utilized by female leaders of the Pre-Civil War era and the twentieth century. In an effort to evaluate leadership styles and strategies of women leaders, the rhetoric of ten women leaders was analyzed. The purpose for such an analysis was to determine whether women are evolving as leaders.
"In the Eye of the Beholder": A New Approach to Studying Folk Theories of Leadership
Authors: Sivasubramaniam Nagaraj , Kroeck K. Galen , Lowe Kevin B.
Published: December 2008

Awareness that questionnaire ratings of leaders may be subject to systematic errors has led to increased emphasis on understanding the perceptual/memory processes underlying leadership ratings. Subordinates may judge leadership effectiveness based on their implicit leadership theories. Folk theories of leadership refers to these deeply felt and idiosyncratic theories of leadership behaviors. Borman's (1983) "Trait-Implication Procedure" based on Kelly's Repertory Grid technique was used to examine the leadership categorization schema of ten senior executives from a wide variety of organizations. Results indicate some association between the folk theories of leadership and the background/experience of the respondent. Implications of these findings for future research and practice are discussed.
Strategic Leadership: The Art of Balancing Organizational Mission with Policy, Procedures, and External Environment
Authors: Maghroori Ray , Rolland Erik
Published: December 2008

In this paper we present a general framework for strategic leadership. We define strategic leadership as the art of creating a balance between external environment, corporate mission and its corresponding system of implementation. We argue that newly chosen leaders of organizations must make choices regarding the best leadership strategy for their organizations. This choice, we suggest, should be based on the leader's evaluation of the organization's total conditions. We provide a methodology for assessing organizational conditions based upon the concept of effectiveness. We then propose a number of leadership strategies associated with various types of organizational effectiveness.

This paper aids management in assessing organizational effectiveness, and in selecting an appropriate leadership strategy.
The long-term impacts of leadership development
Authors: Daugherty Renée A. , Williams Sue E.
Published: December 2008

Leadership programs take many forms and their effectiveness merits evaluation. This study assessed long-term impacts of a statewide community leadership program by examining six elements essential to program longevity. Findings revealed that program participants remained active in community leadership projects three years and more after initial program participation. Furthermore, there was substantive involvement in community leadership projects among persons who were not formally trained in the leadership program but utilized curriculum and/or methodology obtained from those who received formal preparation. Overall program impact extended beyond persons who participated in formal program training, thus illustrating compelling evidence of a multiplier effect.
The Self-Leadership Questionnaire: Preliminary Assessment of Construct Validity
Authors: Anderson Joe S. , Prussia Gregory E.
Published: December 2008

As organizations approach the 21st Century, employee empowerment has become an important concern in coping with current competitive demands. Empowerment demands non-traditional relationships between organizations and their employees. At the heart of empowerment lies employees' ability to lead themselves. However, as important as self-leadership skills are to the success of empowerment programs, no valid measure of self-leadership has been available. Three studies are reported which contribute to the refinement and preliminary validation of a measurement of self-leadership skills. Results, limitations, and a suggested research agenda contributing to practical benefits are discussed.
Leadership and Religion in the 21 st Century
Authors: Gilmour Peter
Published: December 2008

The change of leadership personnel from clergy to laity represents a seismic shift in the Roman Catholic Church. This ongoing phenomenon is brought most sharply into focus when the priest pastor of a Catholic parish is succeeded by a nonordained pastor. This article applies Joseph Rost's postindustrial model of leadership to nonordained people who lead Catholic parishes. The influence, success, and ultimate impact of this movement is examined and reflected upon through the lens of Rost's leadership model.

Organized religion, by paying close attention to Rost's leadership model, allows the world to evangelize the church in a variety of venues: how it develops its theology, how it functions as an ecclesial entity, how it relates to people, how it relates to other institutions, and how it conducts its business.
Women as Leaders
Authors: Payne Kay E. , Fuqua Harold E. , Canegami Joseph P.
Published: December 2008

Development of organizational leaders has long been the subject of inquiry. Professional socialization has recently become an area of extensive research. The purpose of this research involved organizing professional socialization and organizational leadership around women as leaders. Our interest in this inquiry stems from examining the combination of socialization of women and the changing climate of some organizations which are creating a more positive situation for women who choose to be leaders in the 21 st century. Our inquiry examines the socialization of women as leaders. Also, we discuss the necessary skills for successful "women as leaders" including : communicating anger, competitiveness, persuasiveness, assertiveness and listening as qualities necessary for successful leadership in the future. The underlying philosophical underpinnings for this inquiry include the belief which says women and men do not differ in leadership style when they have been trained, but differ along stereotypical lines when untrained. Leaders can be trained to incorporate both task and consideration in their leadership style, but males will use task as a backup style, while females will use consideration as a backup style .

The authors present data here which undoubtedly will raise questions and develop issues---issues worthy of debate. And, to this end they invite responses from readers and researchers alike. Dialogue will be welcomed.
Evaluating Leadership Training in Decision-making Groups from a Function-based Leadership Perspective
Authors: Simmons Karl B. , Arntson Paul H.
Published: December 2008

The purpose of the research reported here is to determine whether or not a function-based perspective on leadership is a viable training approach for changing the way individuals think about and enact leadership activities. Two studies were conducted using 192 students enrolled in two leadership classes. Using a pretest-posttest study design, with a cohort group, we asked four questions: (a) after a ten week class, will the level of importance assigned to critical leadership functions increase and will the subjects feel greater confidence in their abilities to accomplish those functions?; (b) after taking the class, will subjects focus more on group leadership and specific functional acts when analyzing leadership by others?; (c) when meeting in their own groups, will the overall number of functional leadership contributions by the subjects increase; and, (d) will the use of leadership behaviors by the assigned leaders and the rest of the group converge? Overall, we found that the subjects' confidence in fulfilling critical leadership functions increased, that they focused more on group leadership and functional concepts when analyzing group leadership, and that procedural remarks made by nominal leaders and the other group members converged over time.
Teachers and Leaders
Authors: James David
Published: December 2008

The teacher's ultimate goal, like the leader's, is to help people become self-reliant by honing specific skills, acquiring knowledge, and cultivating attitudes. The qualities of the best teachers naturally reflect the characteristics of great leaders. Perhaps it is time to acknowledge these similar traits, and direct our training of future teachers and leaders accordingly.
Pragmatic Tools to Assist Leaders: The Use of Metrics and Spider Diagrams
Authors: Hodgetts Richard , Luthans Kyle
Published: December 2008

This article points out that although leaders need vision, charisma and other lofty ideals, they also need pragmatic tools to get the job done. Two such tools are the use of metrics to objectively measure performance of key result areas and then the use of these measurements to construct a spider diagram that allows visualization of strengths and weaknesses in order to more effectively develop strategic plans. Metrics and spider diagrams are pragmatic tools that can be used by leaders in order to effectively compete in today's hyper competitive environment.
Increasing Worker Outcomes by Improving Leader Follower Relations
Authors: Mayfield Jackie , Mayfield Milton
Published: December 2008

An understanding of leader-member exchange (LMX) theory gives leaders a powerful tool for increasing a wide range of worker outcomes. Leaders using this theory can maximize superior-subordinate relationships. These improved work relationships can lead to enhanced worker performance of over 20%, and worker job satisfaction improvements of over 50%. Strengthening LMX relationships is largely a matter of understanding the LMX process and increasing relevant leader-worker communications. This paper provides an overview of LMX theory and gives guidelines for developing high quality LMX relationships.
Myths We Teach, Realities We Ignore: Leadership Education in Business Schools
Authors: Nirenberg John
Published: December 2008

Schools of business usually include the study of leadership as part of a survey of organizational behavior (OB) theory. This article examines how several of the most frequently used OB texts treat leadership. This article identifies some underlying myths being purveyed in those texts and the realities of the leadership dynamic that are being ignored.

Major finding: leadership, as presented in the selected texts, is a collection of control theories that ignores essential aspects of the leadership concept. Furthermore, these texts imply that leadership is achieved by being promoted into a supervisory role.
Servant Leadership: A Model for Future Faculty and Future Institutions
Authors: Buchen Irving H.
Published: December 2008

The prospect of the comprehensive transformation of higher education provides the special opportunity to consider a new model for future faculty and future institutions. The model proposed and explored in detail is servant leadership as espoused and advocated by Robert Greenleaf. That model offers at least five dimensions for the consideration of both faculty and their institutions: 1. Identity: the curtailment and redirection of ego and image; 2. Leadership: the employment of the old Roman standard of primus inter pares; 3. Reciprocity: the circular relationship between leaders and followers, teachers and students; 4. Commitment: the absolute devotion to the academic discipline; and 5. The Future: the alignment of faculty and institution.
The Leader and Religious Faith
Authors: Toney Frank , Oster Merrill
Published: December 2008

The study investigates the relationship between the exercise of religious faith by the leader, and goal achievement, self fulfillment, and community good. Results support the premise that entrepreneurial Chief Executive Officers who "always" consciously apply the teachings of their religion during the daily decision making process, attain superior goal achievement results over those CEOs who "never" apply the teachings of their religion. CEOs of faith have more profitable companies and greater annual, personal net worth increases. They rank in the top quartile of questionnaire results that measure business acumen, leader performance, and organizational goal achievement skills. They are quick to point out that the intensity of one's religion is not necessarily tied to good times and positive increases in net worth. Research results support its value in times of stress, turbulence, instability, and trouble. The CEO of faith also has less focus on profits and wealth, and indicates that their superior profit performance is a by-product of religion based practices. Their personal lives benefit from a stronger feeling of fulfillment and satisfaction as well as better health. Community involvement is evidenced by charitable contributions far exceeding those less intense in the application of their faith. Practices of the CEO of faith are characterized by emphasis on service to others, faith that everything will turn out for the best, and the view that the company is simply a vehicle to carry one to their personal goals. Type of religion is important with Protestants and Born Again Christians dominating the top performing category. Although CEOs of faith exhibit superior governance skills, they are under represented in large companies. The research signals a convergence between the results obtained from the conscious application of historically based and validated religious teachings, and the scientific "one best way" as championed by business scientists Frederick Taylor, the Gilbreths, and Rensis Likert.