bluuebunny/crossref_metadata_2025_split huggingface dataset:
Payday Lending
Authors: Caskey John P. 
Published: December 2012

AbstractPayday lending is controversial. In the states that allow it, payday lenders make cash loans that are typically for $500 or less, and the borrower must repay or renew the loan on his or her next payday. The finance charge for the loan is usually 15 to 20 percent of the amount advanced, so for a typical two-week loan the annual percentage interest rate is about 400 percent. This article describes the payday-lending business and explains why it presents challenging public-policy issues. It surveys recent research that attempts to answer the “big question,” one that is fundamental to the public-policy dispute: Do payday lenders, on net, exacerbate or relieve customers' financial difficulties? The article argues that despite research efforts of a talented group of economists, we still don't know the answer to the big question.
Are Economists in Over Their Heads?
Authors: O’Neil Kevin S. , Tienda Marta 
Published: December 2012

AbstractSociologists see economic decisions as being “embedded” in social relationships, just as psychologists see economic decisions as being embedded in a life of the mind. While the idea of social embeddedness is not new to economists, its role in creating and perpetuating poverty is not yet well captured in economic thought. This article discusses three overlapping levels of social embeddedness relevant to poverty. First, it considers the economic implications of interpersonal social networks: “social capital” as the concept has been developed and expanded by sociologists distinctly from their fellow social scientists. Next, it discusses how long-standing and ongoing cumulative social processes accentuate and accelerate the dynamics of poverty among social groups. Neighborhoods and racial groups are powerful examples of social groups where poverty dynamics are often self-reinforcing. Finally, it reviews how identity and culture influence economic decisions. In particular, it considers both how self-identification with social groups shapes behavioral choices and their attendant consequences, and how some social norms that constrain the choices of poor people are surprisingly resistant to change even in the face of radically altered economic circumstances.
A New Statistic
Authors: Jefferson Philip N. 
Published: December 2012

AbstractIn 2011, the U.S. Census Bureau formally introduced a Supplemental Poverty Measure (SPM)—a response to the view that the official poverty rate does not provide an accurate count of who is poor in the United States. This article describes the SPM and highlights some of the strengths and limitations of this new statistic. The SPM improves on the official poverty measure by accounting for in-kind benefits and expenses in the calculation of resources, and by using data on expenditures on food, clothing, shelter, and utilities in the calculation of poverty thresholds. Further, these thresholds are adjusted for geographical differences in housing costs and are updated by using a moving average of expenditures. For 2010, the SPM poverty rates suggest a significant change in the composition of poverty in the United States relative to that suggested by the official measure. In particular, the SPM suggests that child poverty is less prevalent and that poverty among the elderly is more prevalent. It also suggests that poverty is more prevalent in the Northeast and Western regions of the country and less prevalent in the Midwest and Southern regions.
Introduction: Leadership in Five Parts
Authors: Rumsey Michael G. 
Published: December 2012

AbstractThis chapter addresses the multiple perspectives on leadership. Advancing the notion of each perspective adds to the understanding of the complex phenomenon of leadership. The concept of leadership is enlaced with the concept of power, but is in many ways more sublime, profound, and significant than power. Context can help determine the nature of the leadership phenomenon. It is noted that the issue of culture plays a striking role in the leadership phenomenon. Leaders in an educational environment have multiple role demands. Moreover, transformational leadership integrates leader charisma as one of “four behavioral components of the leader.” In general, leadership research has come a long way, but its progress has not always been smooth. Advances have not always built on previous advances, but have often veered off in new directions.
The Attributes of Successful Leaders: A Performance Requirements Approach
Authors: Zaccaro Stephen , LaPort Kate , José Irwin 
Published: December 2012

AbstractThis chapter explores the attributes of successful leaders from the perspective of a performance requirements approach, providing a broad overview of determined factors within the context of performance requirements of successful leaders. It describes three broad domains of leadership requirements: cognitive, social, and motivational. The survey of leader performance requirements summarizes the conceptual basis for an array of attributes, arranged in discrete sets, which are likely to differentiate successful from unsuccessful leaders. There has also been a recent increase in the number of multivariate studies of leadership that do draw from these different sets of prescribed leader attributes. It is noted that cognitive, social, self-motivational, and other sets of leader individual differences are linked with leadership outcomes. The research domain on the attributes of successful leaders can provide some rich insights to both leader researchers and practitioners.
Personality and Leadership
Authors: Hogan Robert , Judge Timothy 
Published: December 2012

AbstractThis chapter investigates the connections between personality and leadership in order to clarify the leadership effectiveness. It is noted that the effect of personality is not always positive; that there is both a “bright side” and a “dark side” to personality. It is discussed that those specific aspects of both the bright side and the dark side have been shown to be most influential. The connections between personality and leadership can be assessed through the connections between the bright side and leadership; between the dark side of personality and leadership; and between personality and leadership using data based on implicit leadership theory. Data show that personality and effective leadership are associated, and the two key factors mediating the link are the leader's socio-political intelligence, and the degree to which the leader is seen as having integrity. Leaders make a difference (for good or ill) in firm performance.
The WICS Model of Leadership
Authors: Sternberg Robert J. 
Published: December 2012

AbstractThis chapter discusses the wisdom, intelligence, creativity, synthesized (WICS) theory of leadership. This WICS model indicates that a synthesis of wisdom, intelligence, and creativity offers a powerful basis for explaining leader success. Perceptions of leaders are filtered through stories. Ethics is significant in wisdom and in leadership development. It is suggested that ethical reasoning does not just “happen.” WICS provides a way of understanding leadership as a set of cognitive-decision processes embodying wisdom, intelligence, and creativity. An effective leader requires creative skills and dispositions to come up with ideas, analytical/academic skills and dispositions to determine whether they are good ideas, practical skills and dispositions to make the ideas work and convince others of the value of the ideas, and wisdom-based skills and dispositions to assure that the ideas are in the service of the common good.
Inclusive Leadership and Idiosyncrasy Credit in Leader-Follower Relations1
Authors: Hollander Edwin P. 
Published: December 2012

AbstractThis chapter considers the inclusive leadership and idiosyncrasy credit (IC). It is argued that the assumption that an exchange link between leader and follower occurs only for leaders who are described as transactional and not for those described as transformational is false; that is, both types of leader give benefits to followers in exchange for influence. The theme of inclusion improves the leader–follower relationship and yields effective team performance in groups and organizations. The IC model displays how earned credits allow a leader to emerge and take actions that would be perceived to be deviations if someone with less credit introduced them. The exercise of power has costs. The actuality of the transaction between leader and followers is normally refused in explaining the transforming leadership phenomenon. The IC model details some of the relational dynamics of leadership and followership impacting positive changes in teams or organizations.
Overview of Future Research Directions for Team Leadership
Authors: Graen George B. 
Published: December 2012

AbstractThis chapter concentrates on proposed future research directions for team leadership. It investigates the emerging trends in team leadership from a variety of perspectives: the leader-centric approach, the team-centric approach, the self-concept approach, and the leadership network approach. The chapter also reports an updated version of LMX, called Leadership Motivated Xcellence, which stresses the significance of forging alliances with subordinates and with peers, supervisors, and others. It is noted that once interpersonal strategic alliances are established and tested, they become the raw material for the formation of team leadership. Individuals placed in charge of business units and their incumbents may have varying levels of two basic competences: (1) administrative competence for the first system, and (2) team leadership competence for the second system. Team leadership finds itself on the launching pad making final preparations to leap far beyond corporate “best practices.”
Cross-Cultural Leadership
Authors: Kumar Rajiv , Chhokar Jagdeep S. 
Published: December 2012

AbstractThis chapter determines cultural differences, such as individualism versus collectivism and long-term versus short-term orientation, and also argues that directive leadership may be more problematic in individualistic cultures. Culture has a role in the difference between self and others' rating in 360-degree feedback. The GLOBE project resulted in the determination of nine dimensions of societal culture: performance orientation, future orientation, gender egalitarianism, assertiveness, in-group collectivism, institutional collectivism, power distance, humane orientation, and uncertainty avoidance. It is observed that although some leadership behaviors vary less across cultures, others vary more. The GLOBE studies have shown that six second-order factors of leadership attributes were endorsed across cultures, and also revealed charismatic/value-based leadership to be universally endorsed. Cross-cultural studies using transformational leadership indicate that there are similarities and differences between the nature and effect of transformational leadership across cultures.
Genes, Memes, and the Evolution of Human Leadership
Authors: Birnbaum Robert 
Published: December 2012

AbstractThis chapter employs an interpretation of human evolution to argue that leadership is collectively and misleadingly used, and then provides the word leadership with a more precise meaning. The development of the potential for human influence is then reviewed. Evolutionary processes empower the brains of species with similar adaptations needed for their survival and reproduction. Considering the development of cognitive modules as prehumans and humans moved from the Forest to the Gardens and then to the State can offer novel ways of thinking about the evolution of human leadership. The development of language, theory of mind, culture, and morality decrease reliance on the hierarchy to control the behavior of others. An evolutionary view confirms that human influence is connected to genetic predispositions, individual differences, environments with various characteristics manifested under different circumstances, the nature of others in the group, and the culture in which these all exist.
Leadership in the Profession of Arms
Authors: Hannah Sean T. , Sowde Walter J. 
Published: December 2012

AbstractThis chapter reviews the unique causations and contingencies influencing leadership in military contexts, and evaluates how the context influences individual, dyadic, and collective leadership processes. An exemplary ethic is important for any profession of arms. Leadership in military settings may vary between stages of preparation, in situ action, and recovery from dangerous events. Beyond attraction and selection processes, militaries produce “strong” situational influence and socialization processes, and also develop forms of leadership through social learning. The attraction, selection, and attrition (ASA) model can make unique homogeneity effects in militaries associated with both demographic and values diversity. Then, the chapter describes the representative effects of the military context related to emotions and physiological reaction, sense making, cognition and judgment, identity and self-complexity, states and traits, and motivation. Context and group social phenomenon should be considered in models of military leadership.
Leadership in Higher Education
Authors: Hollander Edwin P. 
Published: December 2012

AbstractThis chapter reviews the diverse constituencies and expectations associated with leadership in higher education. Balancing interests of campus constituencies and those of alumni and external accrediting bodies makes leadership in higher education especially demanding. Attention to follower perceptions and related responses is basic to the leader role, and is probably to be significant in reaching mutual goals. Academic leadership will influence people's lives, hopes, and well-being. Evaluating successful performance in higher education leadership involves a multitude of criteria, not necessarily consistent with each other, but systemically related. A president needs to be able to confront ambiguous situations with insufficient information. Basic to the social contract between leaders and their constituents is the expectation that the former will serve the latter with responsibility, respect, fairness, and honest dealings.
Charismatic Leadership
Authors: Conger Jay A. 
Published: December 2012

AbstractThis chapter addresses charismatic leadership. It explores the more recent literature on the leader's behavior, the followers' behavior and motives, the leader's and followers' psychological profiles, contextual influences, forces that institutionalize the outcomes of the leader–follower relationship, and the liabilities of charismatic leaders. It first considers Max Weber's insights into charismatic leadership. The search for a universal set of qualities common to all charismatic political and religious leaders would not yield decisive results. Charismatic leaders change the nature of work by making it appear more heroic, morally correct, and meaningful. It is observed that institutionalization of the leader's charisma is a fragile affair and, therefore, rare. In terms of impression management, charismatic leaders seem prone to exaggerated self-descriptions and claims for their visions, which can mislead. It is clear that there are behaviors linked with charismatic leaders which distinguish them from other forms.
From Transactional and Transformational Leadership to Authentic Leadership
Authors: Walumbwa Fred O. , Wernsing Tara 
Published: December 2012

AbstractThis chapter connects transformational leadership, transactional leadership, authentic leadership, and one form of nonleadership, namely laissez-faire leadership. It describes how the authentic leadership approach developed out of the transformational leadership approach. Transactional leadership is based on exchange; in business, this is often financial rewards for productivity, whereas transformational leadership is a process of inspiring people to attain shared goals through recognizing individuals' needs, stimulating creative thinking, and aligning values between individuals and groups. Transactional and transformational leadership constitute the active components of what has been called the full-range leadership theory. Data verify that “transformational leadership can indeed be learned.” The influence of authentic leadership on rated performance was fully mediated through leaders' influence on followers' positivity. It is concluded that developing more genuine and authentic leadership will serve to improve more positive and intentional forms of leadership in this world.
Leadership, the Old, the New, and the Timeless: A Commentary
Authors: Campbell John 
Published: December 2012

AbstractThis chapter investigates the conflicting theories through the prism of leader job performance. Its basic assertion is that much of the confusion and conflict subsides if leadership theory and research is interpreted within a general model of performance itself, including its determinants and its outcomes. The models of leadership are described and interpreted within such a model of performance, and are found to be complementary, not in conflict. The revised Campbell model states eight major substantive factors at the highest level of generality that appear to be useful. The labels for the eight factors are: technical performance, communication performance, effort and initiative, counterproductive work behavior, peer leadership, hierarchical leadership, peer management, and hierarchical management. These factors address the substantive content of individual work performance when performance is defined. Authentic leadership seems not in competition with, or an alternative for, transformational leadership.
Leader Effectiveness: Who Really is the Leader?
Authors: Mumford Michael D. , Barrett Jamie D. 
Published: December 2012

AbstractThis chapter argues that leadership effectiveness is a complex topic, and explores the critical boundary conditions which must be taken into account in appraising leader effectiveness. The major strategies used to appraise leader effectiveness are then elaborated. The implications of these methods for appraising leader effectiveness are examined with respect to both theory development and practice. The amount and nature of the discretion granted by an individual forms an important boundary condition under which appraisal of leader effectiveness occurs. Substantive measures must be judiciously employed to appraise leader effectiveness. Social outcomes measures appraise the outcomes emerging from the exercise of influence. Appraisals of leader effectiveness that are either too early or too late will prove of little value. A substantive analysis of how effective leadership will be showed should offer the basis for selection of the set of effectiveness measures being applied.
Destructive Leadership
Authors: Craig S. Bartholomew , Kaiser Robert B. 
Published: December 2012

AbstractThis chapter investigates the other side of leadership effectiveness: destructive leadership. It brings the conceptual clarity to the “dark side” of leadership, and determines the “six distinct areas of inquiry relevant to destructive leadership”: unethical leadership, “the dark side of charisma, narcissistic leadership, abusive supervision, toxic leadership, and negligent, or laissez-faire, leadership.” Leadership roles facilitate the achievement of organizational goals. The construct of unethical leadership is significant for both the decision-making and interpersonal influence that link leader behavior and organizational outcomes. The dark side of charisma has obvious implications for leaders' destructive effects on organizational outcomes via the interpersonal path. The consequences of laissez-faire leadership for destructive decision making would appear to be a potentially fruitful and relatively untapped avenue for future research. It is noted that setting the stage for a future theory will incorporate the bright and dark sides of leadership within a single framework.
The Elusive Science of Leadership
Authors: Rumsey Michael G. 
Published: December 2012

AbstractThis chapter, which provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions, explores leadership as a science. The word leadership has been used so broadly as to permeate every aspect of society. A “paradigm shift” has become a popular expression for the process by which one changes one's assumptions about a particular scientific field. Many of the evident points of disagreement between alternative leadership theories may melt away when the terminology used is consistent and clear. The deficiency in a clear definition of the field of study is the fundamental difficulty in advancing leadership science. Effectiveness “is not solely determined by the performance of a particular individual even if that individual is one of the organization's critical leaders.”
The Nature of Jewish Studies
Authors: Goodman Martin 
Published: December 2012

Abstract
The recognition of Jewish studies as an area of knowledge worthy of research and teaching in universities is a quite recent phenomenon. From an exceedingly small base in the first half of the twentieth century, the subject has now burgeoned. The great centres for research and teaching reflect the main contemporary centres of the Jewish population, Israel and North America, but Jewish studies are also now taught in other countries where Jews live in large numbers. This explosion of interest, particularly since the 1960s, has led to a massive increase in the number of scholars for whom research in Jewish studies forms a significant part of their academic careers. The discoveries and assertions of scholars about aspects of Jewish culture and the Jewish past are as influential in moulding the Jewish self-consciousness of secular diaspora Jews as the writings of Zionist academics have been in the creation of Israeli identity.
Biblical Studies and Jewish Studies
Authors: Cooper Alan 
Published: December 2012

Abstract
This article examines two commentaries on Leviticus, Jews in the mainstream, biblical versus post-biblical literature, and the pre-critical, critical, and post-critical stances. It describes two particular developments within biblical studies that may be ascribed to the influence of Jewish biblical scholarship. Both of them, broadly speaking, entail the recognition that the Bible (that is, the Tanakh) is a Jewish book, and both therefore legitimate the study of the Bible in its Jewish contexts. This view of the Bible is both a point of entry for Jewish scholars into critical biblical scholarship, and also the potential meeting-ground for biblical scholars with their colleagues in Jewish studies. Interaction between specialists in those fields may yield important new insights into the formation of the Jewish Bible, and into the way the Bible, in turn, has served to shape Jewish mentalities and communities throughout the ages.
Jews and Judaism in the Second Temple Period
Authors: Goodman Martin 
Published: December 2012

Abstract
For all Jews in this period, in both diaspora and homeland, the Jerusalem Temple was the central religious institution. The wide dispersal of Jews prevented many from regular participation in Temple worship, but no religious Jew seem to have ignored the significance of the sacrificial and other offerings in Jerusalem. The second pillar of common Judaism was the Torah. It was during these centuries that the biblical text took a form resembling that of the present day and acquired something close to its later authority. Most of the debate about the relation of Jews to the surrounding culture has concentrated on the Hellenization of Judaism. The motivation of Christian scholars for investigating the relationship of Judaism and Hellenism has naturally been very different and more concerned with the origins of ideas found in the early Church.