bluuebunny/crossref_metadata_2025 huggingface dataset:
Grouping and Leading as Citizen Action
Authors: Burtis John O.
Published: December 2008

A theory of grouping and of leading can help us understand the nature of group direction and of individual effectiveness as a direction giver. I use "group" as a generic term that includes small groups, networks, organizations--any system with a sense of self. The paper is divided into three parts: a description of the nature of grouping and of group direction; an explanation of the three most common forms of direction giving--guiding, managing, and leading; and, a concluding discussion regarding an orientation to leadership education that is based in studying, and providing the impetus for, ethical action.
Leadership & Leaders are on their way. What do we need to appreciate?
Authors: Bhatia Keith
Published: December 2008

For a business to survive in today's complex environment there must be an in-depth understanding of the differences between managers and leaders. The new global order has forced companies to assess the characteristics required for their top management in the different situations they find themselves. In order to survive, the theories of leadership and the role of management are a start to developing the individuals who will lead their organizations to the best in their class. This article is a start on the long road for tomorrow's successful top managers or leaders.

The static and stable environment of managers contrasts vastly with the chaotic and vibrant environment of leaders. Every organization must find a balance of individuals who identify with the characteristics of each and can be deployed depending on the business environment. There are basically four theories of leadership, with each having its own merit. The data available thus far can only leave a conclusion that a combination of the four lead to successful leaders. There are five dimensions to management which are based on the reactive organizational model of management. This model exists in a large number of organizations today. Only strong leadership can break this mold.

As the business environment is presently constantly changing, the theories and research of the past become outdated and require continuous conceptual and empirical analysis. The body of knowledge is in its infancy and much work and the diffusion of this knowledge is required.
Preparing Leadership Students to Lead
Authors: Swatez Marc J.
Published: December 2008

This paper examines how leadership educators can best prepare students for leadership. Teaching leadership to undergraduates is difficult due to the student's lack of leadership experience. The techniques of modeling leadership in the classroom and experiential education are suggested as effective teaching methods. Leadership educators must recognize their role as model leaders for students. Teachers should act on that perception by using active strategies to educate their pupils. The classroom and the community are bridged when students are sent outside the academic environment to serve and observe a variety of organizations. This exposure to different forms of leadership provides the student with a background of knowledge that can be drawn upon to integrate the various leadership theories and skills they are taught. The successful combination of these two strategies transforms our students into leaders.
No Such Thing as a Leader
Authors: Borwick Doug
Published: December 2008

Contemporary writings on leadership theory are dominated by non-hierarchical conceptions of leadership. However, the term "leader" is inherently hierarchical. Though not normally recognized, this fact serves to complicate discussions of the topic. In an effort to overcome this difficulty, this paper presents a conceptual framework through which leadership and management can be understood as group rather than individual processes. It further makes suggestions of ways to begin thinking about the implementation of such processes. The paper discusses the origins of the hierarchical model of leadership. It also considers forces which have been at work to undermine the efficacy of that model.
Personality, Competence, And Leadership: The Synergism Of Effective Parenting
Authors: Summers Patricia Pratt
Published: December 2008

The success of individuals to perform and produce at high qualitative levels is a major concern of society. Strategies and workshops for enhancement of character and competence abound. The source of character and competence fundamentally rests upon the cognitive and emotional strengths resultant of the family of origin dynamics. Significant individual variation of societal competencies is traceable to the early years parent-child ongoing patterns of interaction. To provide effective early years socialization concurrently builds the keystone for capacity for prosocial leadership, the highest level of performance.
Criteria for Selecting Case Studies of Leadership
Authors: Smitter Roger
Published: December 2008

Leadership instruction often makes extensive use of case studies. To be effective, the instructor needs to select cases which raise significant issues of leadership. Drawing on the work of Gardner, Rost, Burns, Roesner, and other leading scholars of leadership, a series of questions is posed to established criteria for the selection of cases.
Book Review: Leadership 1993-1994: A Selected Guide to The Literature
Authors: Santora Joseph C. , Sarros James C.
Published: December 2008

The number of articles and books on leadership has grown considerably in recent years. Since the mid-1970s, some 4,500 have been written on leadership (Bass, 1990). The following entries are a representative sample published in 1993-1994. They have been selected to serve as a guide for researchers and practitioners interested in current research in the field. This bibliography is not intended to be exhaustive by any means. It has been limited to leadership publications in management and organizational behavior-related fields; it does not cover leadership in fields such as education and the health sciences.
Managers and Leaders: A Matter of Cognitive Difference
Authors: Capozzoli Thomas K.
Published: December 2008

There have been innumerable studies descnbing the activities, behaviors, skills, and circumstances which make leaders and/or managers effective. Leaders and managers in many cases are characterized as being one and the same. However, this paper explores the abilities, using a taxonomy from the discipline of education, that separate managers from leaders. The difference is the cognitive domain in which each functions. Managers function in the lower cognitive domain of knowledge, comprehension, and application. Leaders function in the higher cognitive domain of analysis, synthesis, and evaluation.
Leadership Does Not Equal What Leaders Do
Authors: Ponce Gregorio A.
Published: December 2008

In this article I propose that in order to better understand leadership, people need to concentrate on the relationship that exists between leaders and followers, so they, both leaders and followers, can lead. This perspective of leadership is different from most of the literature on this subject which focuses, for the most part, on teaching managers, CEO's, administrators, and individuals on how to become a leader. In this article I articulate an understanding of leadership as: (a) the change that both leaders and followers intend, (b) the values of both leaders and followers that come into play, and (c) the influence that both leaders and followers bring into the relationship.
Putting Transactional and Transformational Leadership into Practice
Authors: Egan Richard F. C. , Sarros James C. , Santora Joseph C.
Published: December 2008

The aim of this study was to extend previous research using Bass's (1985) paradigm of leadership by examining the link between leadership style and organisational type. Organisations from both the nonprofit and private sectors in an Australian context were surveyed. An additional element of the study was to examine the methods and procedures leaders use to operationalise their leadership styles. The major findings were that: the transformational style of leadership was found to be more prevalent than the transactional or laissez-faire styles; leadership style was found to be independent of organisational type; and the methods leaders adopt to operationalise leadership are not dependent upon organisational type; moreover, they are related to an individual leader's style, preference, ability and life experiences.
An Interactive Exercise: Demonstrating The Positive Side Of Control
Authors: Shipper Frank
Published: December 2008

The interactive exercise has participants validate for themselves the need for the appropriate use of control. Participants explore the effectiveness of four managerial archetypes for themselves. One uses neither interactive nor controlling skills; one uses only interactive; one uses only controlling; and the other one uses both sets of skills. This exercise has been validated in both traditional and non-traditional organizations and for both men and women. For comparison, a chart is provided contrasting the commitment, tension and performance of the work units for the four types of managers. Also, the exercise introduces participants to the concept and validity of 360 degree feedback.
A Beginning Synthesis of Leadership and Communication Studies
Authors: Moffitt Brian W. T.
Published: December 2008

Contemporary leadership scholars suggest the need to develop an interdisciplinary definition and practice of leadership to prepare people for a postindustrial era. Although leadership has been studied from various perspectives, the discipline of communication studies has been overlooked in this effort. In this article, I attempt to integrate scholarly material from the literatures of communication and leadership studies. Within this review, I explicate the texts of predominant leadership scholars to demonstrate theoretical affinity between their views of leadership and a dramaturgical school of communication studies. From this foundation, I construct a dramatistic definition and method of leadership. The author is hopeful that this theoretical synthesis will bring more attention to the neglected relationship between leadership and communication studies.
Development of a Situational Model for Transformational Leadership
Authors: Russell Roy G. , Mizrahi Rhonda
Published: December 2008

Bass's theory (1985) of transformational leadership is based upon going beyond exchanging rewards for desired performance. Einstein (1994) proposed several steps to bring about the transformation of followers. Using a situational model, we will introduce transactional and transformational leadership theories into Einstein's steps of transformation.

Transactional leadership is defined by leader-follower relationships which are based on a series of exchanges or bargains between leaders and followers. Degrees of transactional leadership are supported by the leader's activity level and the nature of the interaction with followers. With transformational leadership, leader-follower relationships are built on three distinct leader behaviors; charisma, intellectual stimulation, and individualized consideration.

The situational model we intend to develop for transformational leadership will show managers when and how to employ this theory. Transformational leadership can be learned and leaders at all levels can benefit from an understanding of how transformational and transactional leadership theory can be combined into a dynamic model.
Bridging Leadership and Culture: A Theoretical Consideration of Transformational Leadership and Collectivistic Cultures
Authors: Jung Dong I. , Bass Bernard M. , Sosik John J.
Published: December 2008

Although transformational leadership has gained increased attention by management researchers as a new paradigm for understanding leadership in organizations, little research effort has focused upon the linkage between transformational leadership and collectivistic cultures. Nor has a theoretical consideration been offered to elucidate the emergence of transformational leadership outside of the United States, particularly in collectivistic cultures. To address this theoretical shortcoming, this paper presents several characteristics of collectivistic cultures as preconditions for facilitating the transformational leaders' effectiveness. Specifically, four characteristics of transformational leadership suggested by Bass and his colleagues are linked to collectivism for describing a conceptual bridge between these two distinct paradigms.
Applying the Competing Values Model of Leadership: Reconceptualizing a University Student Leadership Development Program
Authors: Kirk Buckner J. , Williams M. Lee
Published: December 2008

A theoretical model of organizational effectiveness and leadership, developed by Robert Quinn, is adapted and applied to a university student leadership development program. Eight leadership roles are evaluated in this empirical analysis. Results indicated that: (1) student leaders saw themselves most often as mentors to others within their organization/club and least often as brokers to individuals outside their immediate unit, and (2) position of leadership, type of organization/club, student classification, and gender produced significant differences in the leadership roles performed. Quinn's model and these results are discussed as a means of reconceptualizing and improving student leadership development programs.
Charismatic Leadership; A State of the Art
Authors: Den Hartog Deanne N. , Koopman Paul L. , Van Muijen Jaap J.
Published: December 2008

In the last decade there has been a substantial increase in the attention given to charismatic leadership both in science and practice. This trend is often called 'the New Leadership'. Central to the New Leadership is the notion that leaders need vision. The New leaders, charismatic leaders, are also referred to as transformational, inspirational or visionary leaders. In this paper several views of charismatic leadership in business organizations rather than charismatic leadership in political arenas or religious movements are the focus. Charismatic leadership is a controversial topic. Many questions are encountered when discussing charisma. Examples are: Is charisma an exceptional phenomenon or is there such a thing as 'everyday charisma'? Is charisma only to be found in the eye of the beholder, in other words merely an idea in the heads of followers? How does the process of motivating followers work? What is the role of the leader's vision? Can charisma be learned? Are there situations that help or hinder the occurrence of charisma? What about the dark side of charisma; is charisma always beneficial? The various theories give different answers to these questions. Aside from these questions there are also some research problems relating to the measurement of charismatic leadership and its effects, it is not inconceivable that other types of leadership or other circumstances could have the same effects. In this paper similarities and differences in the numerous available views of charismatic leadership in business organizations will be explored and several controversial issues and measurement problems will be addressed.
Dyadic Leadership
Authors: Yammarino Francis J.
Published: December 2008

A conceptualization of dyadic leadership is developed by focusing on multiple levels of analysis, multiple views of leadership, and longitudinal issues in the formation, development, and maintenance of dyadic relationships. Four views of dyads (i.e., dyads within groups, whole dyads, dyad parts, and cross-level dyads) and three genre of leadership models (i.e., instrumental, inspirational, informal) are combined to develop an integrated framework for understanding the literature on dyadic leadership. Using this approach, how dyadic leadership forms, operates, and changes over time is considered.
Socially Supportive Transformational Leaders: Paradigm and Prescription for Organizational Stress Management
Authors: Crawford C.B.
Published: December 2008

Many organizational leaders find themselves in a quandary. By trying to grow followers the actual result may be increased stress. However, transformational leaders have the potential to mediate the destructive effects of workplace stress. Writings on transformational and transactional leaders are reviewed revealing several important characteristics relating to the leaders ability to mediate stress. Organizational stress theory is also explored with special attention to the effect that social support has on job distress. Implications for the transforming leader are discussed including a paradigm and prescription derived from a transformational leadership framework.
Critical Thinking Skills for Leadership Development
Authors: McVey R. Steve
Published: December 2008

What is Leadership? What is Critical Thinking? Must effective leaders possess critical thinking skills? How do leaders acquire critical thinking skills? How do educators teach leaders critical thinking skills?
A Review of Literature on Leadership and Emotion: Exposing Theory, Posing Questions, and Forwarding an Agenda
Authors: Gates Gordon
Published: December 2008

The purpose of this article is to review literature on leadership and emotion to expose theory and questions on the association between leadership and emotion. Burns' (1978) implicit framework of leadership and emotion is revealed. Questions about leadership and emotion by scholars in the sociological tradition are presented. A research agenda is forwarded. Such a research agenda will provide valuable insights on leadership-a relationship that enhances our feelings of predictability and motivates us to action.
The Call for Leadership
Authors: Glazer Jeffrey W.
Published: December 2008

This article proposes that leadership scholars spend less time talking and writing about what leadership is or isn't and instead spend more time trying to improve society. This can be done by critically examining and challenging the governing variables of the institutions within which people live. Once these governing variables or mental models are challenged and exposed, then positive change can occur. Leadership menas making a difference and leadership education means providing students the tools to affect change. Engaging in dialogue is a critical step in the leadership process, but what is truly needed is action. This article is a call for the praxis of leadership.
Leading and Working Together in a World of Diversity: Unity Through Communication
Authors: Watt Willis M. , Hashem Mahboub E. , Sue Strohkirch C. , Bardwell Bruce A. , Strong Dee A. , York Laura R.
Published: December 2008

Lack of effective leadership leads to a world filled with "haves" and "have nots". We always feel some uneasiness when interacting with someone whose background differs from our own. The fact is that the injustice of prejudicial acts toward those different from ourselves hurts everyone. Leaders cannot afford to be complacent. Until we get out of our comfortable "shells" and explore the diversity in our surroundings, little will change in the world and social injustice will live and flourish in the workplace. We must drive out fear. The more we can dialogue with diverse groups the better off we will be. It is fear that keeps us apart. Rather than live "in fear" of someone different from us or a group from another culture, seek to learn though communication about the person or group.
The Leadership Covenant: Essential Factors for Developing Cocreative Relationships Within a Learning Community
Authors: Guzmán Nadyne
Published: December 2008

Barriers are frequently encountered by leaders when attempting to redirect the collective focus in groups, organizations, and communities. Cocreative relationships occur when leaders and followers work together in a reciprocally responsible relationship based upon a common purpose. A leaming community is one in which members are actively involved in gaining skills and knowledge for contribution to the whole. Covenanting toward a common purpose, translating that intention into reality, and achieving success through the creation of synergistic relationships are foundational to the creation of transformal effects upon systems. Essential factors for developing such outcomes have been identified and can be actualized.
Metaphors for Leadership: Military Battle and Friendship
Authors: Perreault Gerri
Published: December 2008

This article discusses leadership in terms of two metaphors--military battle and friendship, and illustrates how these different metaphors provide contrasting conceptions of leadership and leader-follower relationships. An argument is made for the importance of a friendship metaphor in reframing our conception of the theory and practice of leadership as well as in shaping a more ethical and humane society.
Leader or Manager: The Minority Department Chair of the Majority Department
Authors: Smith Earl
Published: December 2008

This essay takes up the discussion and corresponding debate about leaders and managers. It does so by looking at the long neglected topic of minority department chairpersons within the organizational setting of the American university. And, while this issue does not appear in the empirical literature it is propelled by the ongoing debate of equity in institutions of higher education. Herein it is being argued that minority chairs, are for reason of their position, leaders of their units as well as managers of resources and department personnel. The essay ends with several policy proposals for making the position of department chair more efficient and how to incorporate minority faculty with leadership potential and talent into this all important position.
A New Understanding of "Followers" as Leaders: Emerging Theory of Civic Leadership
Authors: Kibbe Reed Trudie
Published: December 2008

Critical events in society are responsible for the emergence of a new leadership group once referred to as the "followership." A new theory of civic leadership provides insight into not only how a group of followers transformed the shape of leadership from a old world view, but how they also democratized society. This theory is based on civic learning that is capable of facilitating a critical review of democracy in action, and identifying effective mechanisms for improving the quality of life for all citizens.

Those who often describe themselves as followers are indeed leaders who monitor the affairs of society.

This article identifies how and why this leadership role and theory emerged, and how it continues to have prominence in the world at large. While most leadership research studies have focused on behaviors, skills, and roles, this article enhances the development of leadership.
The Nomenclature of Leadership
Authors: Hurst Viki
Published: December 2008

Many leadership experts define leadership as a collaborative process. Though these experts may have correctly identified the collaborative elements needed for achieving significant organizational change, by using the word leadership to describe the change process, they may be perpetuating ideas that are no longer useful, because the word leadership connotes position and unequal influence rather than the mutuality and equality the experts themselves promote. To achieve significant organizational change, we will not need leadership to move us forward, we will need to generate a field of energy that arises from the practice of shared spiritual principles, anonymity, ethics and synchronism. This dynamic field of collaboration would move by virtue of its attraction to democratic ideals that serve the common good, perhaps bypassing those hoping and searching for leadership.
Sports Related Leadership
Authors: Maby Richard , Brady Gene
Published: December 2008

This document is intended to show how basic leadership theories were used to form the framework for research in the field of athletic leadership.

Leadership theories such as trait, behavioral and situational are discussed as well as the eventual impact they had on the development of Chelladurai's and Carron's sports specific Multidimensional Theory of Sports Leadership.

Finally, the document provides information on some of the shortcomings and successes of the relevant research efforts. In addition, the document provides at least one means with which to determine future appropriate research efforts and hopefully the encouragement to do so.
Leadership Vistas: From the Constraints of the Behavioral Sciences to Emancipation through the Humanities
Authors: Howe William
Published: December 2008

Leadership studies, as represented by the two principal journals in the field --Leadership Quarterly and The Journal of Leadership Studies -- has been contrained primarily within the "behavioral sciences" and, more particularly, within the disciplines of psychology/social psychology and business/management. This article proposes consideration of emancipatory perspectives on leadership offered by the humanities and, more particularly, by literature/literary studies. Using neo-institutional theory as a means of framing the discussion, it argues that leadership studies has become embedded, institutionalized enterprise and that the humanities may provide one means of deinstitutionalizing and broadening the field.
30-Question Leadership Journal
Authors: Dormody Thomas
Published: December 2008

This paper examines joumaling as an effective strategy for teaching leadership constructs and processes in a beginning leadership course. The concept of a 30-question leadership journal, in which the instructor provides weekly questions based on lectures and readings for students to answer, is developed as a tool for teaching leadership. The use of video-tape motion picture clips that depict abstract leadership constructs or provide leadership case studies to critique is also introduced as a teaching tool and source of questions for the journal.
A Symbolic Interactionist Perspective on Leadership
Authors: Paul Jim
Published: December 2008

This article describes leader-follower interactions in a symbolic interactionism framework (Blumer, 1969). The meaning placed on leader behaviors by followers is of importance in understanding the process by which leaders influence followers. It is posited that the meaning-making process of followers mediates the influence of leader behaviors on subsequent follower behaviors. Symbolic leadership can influence followers' meaning-making processes in three ways: through the creation of shared meaning, through the creation of equifinal meaning, or through the creation of idiosyncratic meaning. Methodologies for future research on symbolic leadership and the meaning-making process of followers are suggested.
The Leader of the Future
Authors: Smith Anthony F.
Published: December 2008

It appears that the variance of thought that exists within the business and academic worlds concerning leadership has greatly diminished over the last several years. Although we are far from a consensus, most thoughtful academics and practitioners no longer believe that leadership is predicated upon a set of genetic or cultivated traits, exercised by great people to engage others in activities that benefit only the leaders and their respective organizations. Rather, leadership is an episodic process that involves several people at various levels who seek to intentionally influence others to achieve personal and professional goals, benefiting both leaders and followers. With this perspective in mind, the author describes three challenging puzzles that the leader must solve to be effective in the future: the Puzzle of Doubt, the Question and Answer Puzzle, and the Puzzle of Balance. Several frameworks and approaches are presented to assist potential leaders in establishing their credibility, developing the skill and will of their followerships, and solving the significant puzzles that they are currently facing, and will continue to face at an even greater magnitude in the future.
A Leadership Methodology: Actions, Traits, and Skills that Result in Goal Achievement
Authors: Toney Frank
Published: December 2008

For centuries, observers of human achievement have been fascinated with the attributes of successful leaders. The writings of Taylor, Fayol, Likert, and others suggest that there is "one best way" to lead and manage. Nevertheless, there is no generally accepted leadership methodology consisting of the sequence of actions, traits, and skills, that result in goal achievement. This paper proposes, and supports, such a methodology. Secondary literature is researched to identify actions, traits, and skills, that correlate with goal achievement. From this, a preliminary methodology is developed. The validly to the methodology is supported by a survey of CEOs that is designed to replicate the approach, and confirm the findings, of prior research. The outcomes of the replication study are presented in a Likert style chart. A methodology of the sequence of goal achieving actions, is presented in a graphic format.
Transformational and Transactional Leadership of Female Managers: Predicting Subordinate Effectiveness and Performance
Authors: Dionne Shelley D. , Yammarino Francis J. , Comer Lucette B. , Dubinsky Alan , Jolson Marvin A.
Published: December 2008

Transformational and transactional leadership styles of female managers and relationships to subordinate effectiveness and performance were investigated in the current study. In a sales organization, 38 subordinates (males and females) rated their 19 female managers on transformational, contingent reward, management-by-exception, and laissez-faire leadership. In turn, the managers rated their subordinates on five dimensions of effectiveness and performance. Results of analyses of multiple-source data indicated that transformational and contingent reward leadership were similarly and positively related to the dimensions of effectiveness and performance, while laissez-faire leadership was negatively related to the criteria. As a set, the four leadership styles were predictive of each of the effectiveness and performance dimensions, but transformational leadership did not account for any variance in the criteria beyond contingent reward leadership.
Developing Leaders Through the Lifespan: A Brain-Based Perspective
Authors: Mengert Fritz
Published: December 2008

The Fanning Leadership Center first became aware of the exciting research of Dr. Fritz Mengert when he presented the keynote address at a GACL Youth Leadership Conference at Clayton State in the fall of 1994. He writes the following thought-provoking article upon invitation and welcomes your feedback.

The primary life of the child is directed to becoming, which involves many processes which are educable and some of which are physical, growth-oriented, and modifiable only in secondary terms. The becoming of the cultural self, the intellectual self, and the social-familiar self are all integral parts of the "coming to be."
Adrianne Howard
Authors: Santora Joseph C. , Sarros James C.
Published: December 2008

This case comments on the proposed strategic alliance between two social services organizations representing the needs of African-Americans and Asian-Americans respectively. As negotiations proceed, differences in the leadership styles of the executive directors of each organization underscore a number of tensions in the larger community. As executive director of the center representing the African-American community, Adrianne Howard wants to ensure a relationship with Harry Kim, the executive director of the Asian-American Community Center that guarantees equitable distribution of finances and authority, and delivers potential advantage to her political ambitions. This balance between organizational and individual objections is the focus of the case study.
If a Leader's Role is not to Manage, then what is it?
Authors: Barker Richard A.
Published: December 2008

There is an emerging paradigm that views leadership as the result of social processes rather than as the result of a set of goals and activities conceived and conducted by the leader. This paradigm necessarily emphasizes the process of leadership as something apart from the characteristics, traits, style, motivations, or actions of the leader, or from merely some interaction of leader style and situational variables. The insights of the Dead Leaders Society are used to explore the nature, context, and role of leadership and to distinguish leadership from management.
Linking Transformational Leadership and Organizational Culture
Authors: Den Hartog Deanne N. , Van Muijen Jaap J. , Koopman Paul L.
Published: December 2008

Many authors assume a strong relationship between culture and leadership in organizations. Leaders create, transform and manage organizational cultures. Although this linkage between organizational culture and leadership is often referred to, hypotheses and propositions are often not specific and insufficient evidence has been gathered concerning the relationship between these variables. In this paper, the transformational - transactional leadership paradigm is linked to organizational culture. To show how research into this relationship could be conducted, the transactional - transformational leadership paradigm is combined with a measurement-oriented perspective on organizational culture in order to derive and test hypotheses. Transformational and transactional leadership are linked to the culture model used by the Focus research group, which is based on the competing values model. The paper is concluded by discussing several issues in leadership and organizational culture that need further investigation.
Leadership Education and the Cinematic Experience: Using Film To Teach Leadership
Authors: Feinberg Richard A.
Published: December 2008

The challenge of leadership education is not solely in the concepts we teach but in how what we teach effects student lives and life long learning. This paper outlines the manner in which Hollywood film might enhance our teaching of leadership by allowing students greater cognitive and emotional attachment to the concepts and leadership.
Reinvigorating Social Responsibility in Organizations Through Relationships
Authors: Spadaro Antonia J.
Published: December 2008

This article proposes that leadership, as a relationship, is necessary to reinvigorate social responsibility in organizations. Further, the call for social responsibility compels us to engage in relationships that are inspired by the common good and promote substantive change. Moreover, this article embraces the call for action to transcend the status quo through the reexamination of relationships between women and men in organizations--a pivotal point as we approach the twenty-first century. Therefore, the purpose of this article is to highlight the importance of relationships in organizations "as purposeful social systems" (Dixon, 1994, p. xiv).
Teaching Leadership for a Diverse Society: Strategies, Challenges, and Recommendations
Authors: Hickman Gill Robinson , Creighton-Zollar Ann
Published: December 2008

This article reports on a project entitled "Teaching Leadership for a Diverse Society." This project, which was funded by the Dwight D. Eisenhower Leadership Development Program, focused on preparing college undergraduates for leadership roles in an increasingly diverse society through the development of course materials, teaching methods, and activities for incorporation into a required introductory course in the leadership studies major. As suggested by the title, this article is an attempt to share recommendations about the strategies which can be used to meet the challenges of this type of endeavor.
Increased Accuracy in Measuring Leadership Impacts
Authors: Rohs Frederick R. , Langone Christine A.
Published: December 2008

This study sought to determine the change in level of leadership skills of participants in a community leadership program and the degree of response shift (change in level of understanding of leadership skills) in the self-report measures employed. While most of the participants reported increases in their leadership skills at the end of the program, differences were found between their self-report ratings using the pretest/posttest approach and the then/posttest approach. The degree of response shift (pre/then comparison) was also evident. The findings from this study together with other studies cited suggest that when employing self-report measures, the then/post approach provides a less conservative and more accurate means of assessing leadership skill development than would the traditional pretest/posttest approach. Suggestions for reducing the effects of response shift are also offered.
Influence Methods and Innovators: Technocrats and Champions
Authors: Crawford C.B. , Strohkirch C. Sue
Published: December 2008

Research on innovation has focused on the relationship between technology and the social implications of its implementation. Further research is needed to flesh out the theoretical underpinnings of innovation theory. This paper examines the relationships between technological innovation and methods of influence. Subjects (N = 238) completed copies of the Acceptance of Technological Innovation and the Survey of Influence Behaviors. Preliminary results suggest that innovators use whatever influence means they feel are necessary including rewarding, punishing, or manipulative behaviors. Conclusions focus on the implications of these specific findings to the broader fields of innovation and influence methods in organizational contexts.
Board Leadership when there is no Leader
Authors: Parry Arthur E. , Horton Marshall J.
Published: December 2008

This case study addresses a crisis at a private University. The authors investigate the results of crisis solving at a mid-western university and the response by the board of directors to address two problems simultaneously:

1) how to continue the operation of the school; and

2) how to find and install a replacement president who will be able to address the ongoing financial problems of the school.

They detail the process of splitting current responsibilities from the development of a viable search process for a replacement president. In addition they outline the major accomplishments of the new administration. The earlier financial problem was solved while the school expanded and improved.

The case study provides a real world "guide" for another school faced with similar crisis problems.
A Leadership Journey to the East
Authors: Johnson Craig
Published: December 2008

This article introduces the Taoist perspective on leadership to teachers and trainers who want to include nonwestern leadership concepts in their courses and workshops. Taoists advocate a limited role for leaders, encouraging them to lead by example instead of through government, laws, morality or force. In addition, they urge leaders to model their behavior on principles found in nature. Natural images or metaphors suggest that leaders should be simple and humble, exhibit childlike integrity, let events take their own course, exercise strength through weakness, and remain flexible. Information on Taoism and leadership is readily available but instructors must determine how much emphasis to give to the perspective's philosophical origins and how best to present Taoist principles in the classroom. Asking students to draw their own conclusions from statements and examples found in the Tao Te Ching (Taoism's primary text) is one way to teach leadership from a Taoist point of view.
The Role of Faculty in Teaching Leadership Studies
Authors: Hashem Malboub
Published: December 2008

The question of whether leadership can be taught has received much attention in the literature. While many authors believe that it can be taught, other disagree. Leadership is a process which is different from the term leader. In that regard, faculty can teach leadership as a process but they may not be able to provide their students with positions as leaders. The purpose of this article is to discuss the role of faculty in teaching leadership studies. The focus will be on why to teach leadership, when to teach leadership, what to teach about leadership, and how to teach it. Since leadership is a process, students are better served if they learn how this process works and use it in their daily interactions with others. Important leadership behaviors can be learned and practiced early on in life. They can be learned from parents, teachers, peers or significant others. Leadership skills may be successfully taught and learned by using the interactive approach. Thus, through instructional integrity, intellectual humility, relevant equality, critical thinking, specific class structure, and self-directed humor, faculty may create the appropriate climate for teaching leadership skills.
KIVA: A Leadership Initiative and Technique
Authors: Carol Lila
Published: December 2008

The KIVA is a group technique that can be used to identify and refine leadership initiatives. Developed by Luvern L. Cunningham at the Ohio State University, the process has been used extensively as a convening mechanism in which large groups can examine transcendent issues surrounding a program, project, concept or problem.

The KIVA is most powerful when KIVA participants are differentiated by position and/or occupation, institution, hierarchy, or other distinguishing characteristics. As a technique it helps to stimulate thinking and it allows for broad and diverse participation.

A successful KIVA depends upon the pre-selection of a topic containing transcendent issues, the use of a disciplined time frame, an appropriate mix of participants, skilled facilitators and preparation of a contemporaneous, accurate record of proceedings.
Leadership in Community Health: A Case Study
Authors: Healey Bernard J.
Published: December 2008

Health care costs can be reduced by better management of scarce health care resources. However, this does not necessarily mean better health for the individual. On the other hand, expansion of health care programs with the goal of prevention can make the individual healthier and in the long-run reduce the cost of health care. The very rapid growth in managed health care plans, with their emphasis on controlling health care costs, may provide an opportunity for an expansion in preventive health care programs.

This case study of a new graduate program in health administration examines the results of the role the educational program can play in coalition building among various agencies to better the health of the community. The goal of this program is to produce graduates equipped with administrative skills and a thorough understanding of the value of well developed community wellness programs.

The accomplishments of this graduate program include the formation of a proactive regional wellness council, the production of a video tape about reducing adolescent high-risk health behaviors distributed to every school district in Pennsylvania, and the implementation of a number of additional community health initiatives developed by this graduate program. This study provides evidence that a graduate program in health care administration can provide a leadership role in the production of better health for communities overall.
Moral Leadership and Business Ethics
Authors: Gini Al
Published: December 2008

Leadership is hard to define, and moral leadership is even harder. Perhaps, like pornography, we only recognize moral leadership when we see it. The problem is, we so rarely see it. Nevertheless, I am convinced that without the witness of moral leadership, standards of ethics in business and organizational life will not occur or be sustained.
Leadership, Change, and Understanding Insights Gleaned from Personality Studies of Educators
Authors: Cromwell Ronald R. , Caci Kelly A.
Published: December 2008

The current educational reform movement calls for educators and leaders to move toward a new vision as they strive to become more effective educators. The current restructuring effort requires that educators accept and adapt to changes within the education system. This necessity may fail, as an inherent personality type common among teachers seems resistant to the implementation of change within their classrooms. Using the Myers-Briggs Type Indicator, the current study investigates different personality typologies within the educational reform movement, and the roles these personality types may play in the resultant success of the present restructuring effort.
Leadership and Adult Development: Postindustrial Paradigms and Parallels
Authors: Zullo James R.
Published: December 2008

Current trends in adult development converge exceptionally well with the postindustrial model of leadership proposed by Dr. Joseph Rost in his book, Leadership for the Twenty-First Century. This article begins with a brief overview of the historical movements in human development. Subsequently, three contemporary fields of study in adult development are examined: (1) the research on women's adult development, conceived primarily by female theorists, which argues for affiliation, attachment and connectedness as hallmarks of adult maturity; (2) the constructive--developmental framework of Robert Kegan which argues that human development is shaped by balancing the interplay of the two polar motivating forces in adult life, namely, autonomy and inclusion; and (3) the research of psychologists Dan McAdams and David McClelland, which argues for the centrality of power and intimacy in the life story. Throughout the article there is an attempt to demonstrate the significance of employing concepts of adult development in the model of Rost's postindustrial paradigm of leadership.
Learning Leadership: Assessing Students at the Community College of Denver
Authors: Binard Kris , Brungardt Curt
Published: December 2008

In response to a heightened demand for leaders, there has been a proliferation of leadership development programs throughout the United States. Today, there are nearly 600 campuses providing leadership education. This article examines leadership development by asking the question: Can leadership be taught? To answer this question, the authors assessed both curricular and co-curricular leadership programs at the Community College of Denver. The article illustrates the results of this study in hopes of providing a better understanding of leadership training in higher education.
Achieving Effective Technical Leadership in Today's R&D Organizations
Authors: Strohmeier Brian R.
Published: December 2008

Most modern Research and Development (R&D) organizations employ a multitude of scientists and engineers who are considered technical leaders, that is technical experts, in some specialized scientific field. However, in today's climate of downsizing, restructuring, and reengineering, these same organizations need to nurture the growth of technical leaders in order to successfully manage change and survive in a fiercely competitive world market. This essay explores the differences between being a technical leader and a true technical leader in an R&D environment.
A Behavioral Approach to Leadership: Implications for Diversity in Today's Organizations
Authors: Mosley Alisa L.
Published: December 2008

Most attention has been given to internationalization and information technology as future challenges facing organizational leaders going into the 21 st century. Although diversity is sometimes mentioned, it is usually not considered a leadership issue. A major reason is that the dominant leadership theories (e. g., situational, transformational, or exchange) do not deal with the operational level of specific diversity initiatives. The purpose of this article is to first review the diversity initiatives facing today's organizations and the failure of popular leadership theories to address this challenge. Then, the remainder of the article suggests how a behavioral approach to leadership may help to successfully address some of the major diversity initiatives.