{"title":"A Leadership Test Like Few Others","authors":"R. Eich","doi":"10.22543/0733.132.1331","DOIUrl":"https://doi.org/10.22543/0733.132.1331","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"114 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116533080","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Explore Soft Leadership to Find the Fraud and Crack the Case","authors":"M. Rao","doi":"10.22543/0733.132.1334","DOIUrl":"https://doi.org/10.22543/0733.132.1334","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125534592","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Finding Commonality: the first principles of the leadership thought of Theodore Roosevelt and traditional Chinese culture","authors":"E. Summerfield, Yumin Dai","doi":"10.22543/0733.132.1314","DOIUrl":"https://doi.org/10.22543/0733.132.1314","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"1999 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116683857","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Andrew G. Stricker, Todd Westhauer, Travis S. Sheets, Toni Hawkins-Scribner, Cynthia Calongne, Barbara Truman
This paper describes values-based network leadership conceptually aligned to systems science, principles of networks, moral and ethical development, and connectivism. Valuesbased network leadership places importance on a leader's repertoire of skills for stewarding a culture of purpose and calling among distributed teams in a globally interconnected world. Values-based network leadership is applicable for any leader needing to align interdependent effort by networks of teams operating across virtual and physical environments to achieve a collective purpose. An open-learning ecosystem is also described to help leaders address the development of strengths associated with building trust and relationships across networks of teams, aligned under a higher purpose and calling, possessing moral fiber, resilient in the face of complexity, reflectively competent to adapt as interconnected efforts evolve and change within multicultural environments, and able to figure out new ways to do something never done before. ANDREW G. STRICKER, PHD
{"title":"Values-Based Network Leadership in an Interconnected World","authors":"Andrew G. Stricker, Todd Westhauer, Travis S. Sheets, Toni Hawkins-Scribner, Cynthia Calongne, Barbara Truman","doi":"10.22543/0733.111.1210","DOIUrl":"https://doi.org/10.22543/0733.111.1210","url":null,"abstract":"This paper describes values-based network leadership conceptually aligned to systems science, principles of networks, moral and ethical development, and connectivism. Valuesbased network leadership places importance on a leader's repertoire of skills for stewarding a culture of purpose and calling among distributed teams in a globally interconnected world. Values-based network leadership is applicable for any leader needing to align interdependent effort by networks of teams operating across virtual and physical environments to achieve a collective purpose. An open-learning ecosystem is also described to help leaders address the development of strengths associated with building trust and relationships across networks of teams, aligned under a higher purpose and calling, possessing moral fiber, resilient in the face of complexity, reflectively competent to adapt as interconnected efforts evolve and change within multicultural environments, and able to figure out new ways to do something never done before. ANDREW G. STRICKER, PHD","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"276 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121361595","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Gratitude expression is examined as a culturally-derived principle that can be adopted as a best practices strategy that can make organizations more dynamic and human relationships more meaningful. Burning Man is presented as an exemplar of gratitude implementation by crafting the expression of gratitude into an elevated organizational phenomenon (including a cultural principal of unconditional gifting). Burning Man has also crafted a “Culture of Appreciation” as a set of organizationally-derived practices complementary to processes of gratitude implementation. The paper concludes with a discussion of gratitude and appreciation as an organizational mainstay.
{"title":"Burning Man Values Examined: Gratitude as a Culturally-Driven and Value-Based Organizational Mainstay","authors":"J. D. Hoover, Robert C. Giambatista, S. Hoover","doi":"10.22543/0733.111.1208","DOIUrl":"https://doi.org/10.22543/0733.111.1208","url":null,"abstract":"Gratitude expression is examined as a culturally-derived principle that can be adopted as a best practices strategy that can make organizations more dynamic and human relationships more meaningful. Burning Man is presented as an exemplar of gratitude implementation by crafting the expression of gratitude into an elevated organizational phenomenon (including a cultural principal of unconditional gifting). Burning Man has also crafted a “Culture of Appreciation” as a set of organizationally-derived practices complementary to processes of gratitude implementation. The paper concludes with a discussion of gratitude and appreciation as an organizational mainstay.","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121496578","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article identifies components of ethical leadership and then aligns them with the style of leadership that includes them. The importance of such an article comes at a time when ethical practices or lack thereof seems to be increasingly prevalent in many organizations’ execution of their business practices. These organizations quite often have an ethics statement outlining required behavior of employees and tout their commitment to employees, society, and the customer, yet we continue to see major infractions of these codes of ethics. All this comes at a high financial cost to organizations. In order to avoid such fines, and damage to brand equity, we propose ethical components which must permeate the organization to ensure appropriate behavior which neither breaks legal requirements, disengages the employee, or alienates the customer.
{"title":"Components of Ethical Leadership and Their Importance in Sustaining Organizations Over the Long Term","authors":"Niall Hegarty, Salvatore Moccia","doi":"10.22543/0733.111.1199","DOIUrl":"https://doi.org/10.22543/0733.111.1199","url":null,"abstract":"This article identifies components of ethical leadership and then aligns them with the style of leadership that includes them. The importance of such an article comes at a time when ethical practices or lack thereof seems to be increasingly prevalent in many organizations’ execution of their business practices. These organizations quite often have an ethics statement outlining required behavior of employees and tout their commitment to employees, society, and the customer, yet we continue to see major infractions of these codes of ethics. All this comes at a high financial cost to organizations. In order to avoid such fines, and damage to brand equity, we propose ethical components which must permeate the organization to ensure appropriate behavior which neither breaks legal requirements, disengages the employee, or alienates the customer.","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125051475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Values have been defined as a generalized enduring organization of beliefs about the personal and social desirability of modes of conduct or “end-states of existence” (Klende, 2005). The congruence of personal values and organizational values represent an important opportunity for positive business results and outcomes (Klende, 2005). Based on the results of this qualitative study among transformative African American women leaders in the pharmaceutical industry, it is possible that value congruence may be a factor in the success experienced by these study participants. Three value themes are reported to describe the leadership values of these study participants. They are: “people,” “think,” and “company.” These value themes are supportive of tenets that comprise the transformative leadership model. Introduction Leaders have the ability to communicate vision as well as model openness, risk taking, and reflection. They recognize that colleagues will inevitably be challenged by risk aversion, excessive demands, and slower-than-desirable rates of change (Herbert, 2015). Leaders provide support and advocacy for others. They inspire followers to embrace a common vision while concomitantly appreciating diversity of opinions. Within an organization, leaders possess certain shared core values: social responsibility, equity, and commitment to change (Herbert, 2015). Values and Value Congruence Values serve as a foundational influence of behavior, action, and decision-making (MillerStevens, et al 2015). Organizational values are viewed as the standard by which decisions can be prioritized and opportunities evaluated. Values have been defined as a generalized, enduring organization of beliefs about the personal and social desirability of modes of conduct or “end-states” of “existence” (Klenke, 2005). This includes both recognition and an understanding of how values impact day-to-day decisions (Klende, 2005). Individual behavior related to decision-making can be influenced by a desire for value congruence. Individuals may seek decisions that illustrate and are reflective of their own values and beliefs. Similar approaches to achieve and support value congruence can be found between individuals and organizations (Hosack & Paradice, 2014).
{"title":"Value Congruence Among Transformative Leaders in the Pharmaceutical Industry","authors":"Y. Bonaparte","doi":"10.22543/0733.111.1205","DOIUrl":"https://doi.org/10.22543/0733.111.1205","url":null,"abstract":"Values have been defined as a generalized enduring organization of beliefs about the personal and social desirability of modes of conduct or “end-states of existence” (Klende, 2005). The congruence of personal values and organizational values represent an important opportunity for positive business results and outcomes (Klende, 2005). Based on the results of this qualitative study among transformative African American women leaders in the pharmaceutical industry, it is possible that value congruence may be a factor in the success experienced by these study participants. Three value themes are reported to describe the leadership values of these study participants. They are: “people,” “think,” and “company.” These value themes are supportive of tenets that comprise the transformative leadership model. Introduction Leaders have the ability to communicate vision as well as model openness, risk taking, and reflection. They recognize that colleagues will inevitably be challenged by risk aversion, excessive demands, and slower-than-desirable rates of change (Herbert, 2015). Leaders provide support and advocacy for others. They inspire followers to embrace a common vision while concomitantly appreciating diversity of opinions. Within an organization, leaders possess certain shared core values: social responsibility, equity, and commitment to change (Herbert, 2015). Values and Value Congruence Values serve as a foundational influence of behavior, action, and decision-making (MillerStevens, et al 2015). Organizational values are viewed as the standard by which decisions can be prioritized and opportunities evaluated. Values have been defined as a generalized, enduring organization of beliefs about the personal and social desirability of modes of conduct or “end-states” of “existence” (Klenke, 2005). This includes both recognition and an understanding of how values impact day-to-day decisions (Klende, 2005). Individual behavior related to decision-making can be influenced by a desire for value congruence. Individuals may seek decisions that illustrate and are reflective of their own values and beliefs. Similar approaches to achieve and support value congruence can be found between individuals and organizations (Hosack & Paradice, 2014).","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115152350","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do About It by Dave Ulrich, David Kryscynski, Mike Ulrich, Wayne Brockbank","authors":"M. G. Sai, M. Sayee","doi":"10.22543/0733.111.1212","DOIUrl":"https://doi.org/10.22543/0733.111.1212","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115567137","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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