Denying the consent to be governed: Risk leadership theory takes a radical approach to leadership change, and organizational improvement. It departs from the traditional and contemporary views of leadership where the leader/power figures serve as the change agents for their organizations. Instead, most change agents are not the recognized leaders/power figures, but rather are the lower and middle level employees because power structures reassert stability and squash change when risk is felt. Organizational leaders, as well as lower and middle level employees, need to recognize the weaknesses of contemporary change models that are top-down and reinforce status quo quick fix thinking solutions. Risk leadership theory encourages lower and middle level employee to confront and challenge the status quo authority for the purpose of transforming the organizations. Furthermore, this model seeks to Establish a corporate culture that not only accepts, but also expects, confrontation and challenge to enhance problem solving decision making, and overall organizational performance. This theory is a call for lower and middle level employees to "step up to the plate," and not wait for the power structure to transform their corporation.
{"title":"Deny The Consent To Be Governed: Risk Leadership Theory","authors":"Curt Brungardt, C. Crawford","doi":"10.58809/bxyd9094","DOIUrl":"https://doi.org/10.58809/bxyd9094","url":null,"abstract":"Denying the consent to be governed: Risk leadership theory takes a radical approach to leadership change, and organizational improvement. It departs from the traditional and contemporary views of leadership where the leader/power figures serve as the change agents for their organizations. Instead, most change agents are not the recognized leaders/power figures, but rather are the lower and middle level employees because power structures reassert stability and squash change when risk is felt. Organizational leaders, as well as lower and middle level employees, need to recognize the weaknesses of contemporary change models that are top-down and reinforce status quo quick fix thinking solutions. Risk leadership theory encourages lower and middle level employee to confront and challenge the status quo authority for the purpose of transforming the organizations. Furthermore, this model seeks to Establish a corporate culture that not only accepts, but also expects, confrontation and challenge to enhance problem solving decision making, and overall organizational performance. This theory is a call for lower and middle level employees to \"step up to the plate,\" and not wait for the power structure to transform their corporation.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124554940","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}
Bryant C. Mitchell, L. Fredendall, Stephen Cantrell
In service firms performance is contingent upon the operations strategy being pursued. However, little research has been reported which empirically examines the implementation of operations strategy in service firms. We argue that implementing fill operation strategy in service is primarily done through the use of human resources. We then test the proposition that in service firms the most effective operations managers are the ones that make the most effective use of their human resources. This paper develop measures of strategic implementation and tests hypotheses about the effect of strategic implementation on firm performance using published data from the National Basketball Association.
{"title":"Measuring Managerial Effectiveness During The Implementation of Service Strategies","authors":"Bryant C. Mitchell, L. Fredendall, Stephen Cantrell","doi":"10.58809/ytnm5678","DOIUrl":"https://doi.org/10.58809/ytnm5678","url":null,"abstract":"In service firms performance is contingent upon the operations strategy being pursued. However, little research has been reported which empirically examines the implementation of operations strategy in service firms. We argue that implementing fill operation strategy in service is primarily done through the use of human resources. We then test the proposition that in service firms the most effective operations managers are the ones that make the most effective use of their human resources. This paper develop measures of strategic implementation and tests hypotheses about the effect of strategic implementation on firm performance using published data from the National Basketball Association.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121958939","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}
Management instructors may abandon the lectern to engage students in activities, but many experiential approaches can still produce the teacher’s nightmare: passive, inarticulate bunglers, lost in the maze. This paper describes XB, a classroom organization that involves, orients, trains, and educates students.
{"title":"XB: New-Paradigm Management of The Classroom As A Complex organization","authors":"Roger Putzel","doi":"10.58809/dsjq7935","DOIUrl":"https://doi.org/10.58809/dsjq7935","url":null,"abstract":"Management instructors may abandon the lectern to engage students in activities, but many experiential approaches can still produce the teacher’s nightmare: passive, inarticulate bunglers, lost in the maze. This paper describes XB, a classroom organization that involves, orients, trains, and educates students.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122932751","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}
In this study, the relationship between transparency and trust is hypothesized and investigated. Furthermore, the positive emotions variable was hypothesized to mediate the transparency and trust relationship. Participants’ perceptions of a leader’s transparency were more predictive of trust than experimenter designed manipulations. Study limitations, implications for management, and future research directions are discussed.
{"title":"Transparency, Translucence of Opacity? A Field Investigation of The Mediating Role of Positive Emotions In Trustful Leader-Follower Relations","authors":"L. Hughes, W. Gardner, Steven M. Norman","doi":"10.58809/aadf4560","DOIUrl":"https://doi.org/10.58809/aadf4560","url":null,"abstract":"In this study, the relationship between transparency and trust is hypothesized and investigated. Furthermore, the positive emotions variable was hypothesized to mediate the transparency and trust relationship. Participants’ perceptions of a leader’s transparency were more predictive of trust than experimenter designed manipulations. Study limitations, implications for management, and future research directions are discussed.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122259853","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}
Manufacturing, Planning, and Control (MPC) systems are commonly categorized as either push or pull production systems. The most common example of a push system ref erred to is a MRP system, while the example of a pull system most commonly ref erred to is JIT, or more specifically a Kanban system (Sawaya et al, 1992). We have found that the use of this terminology regarding different forms of MPC systems can be confusing to the novice as well as the more experienced management practitioner or researcher. In this paper, we make an argument for the importance of using more precise MPC terms and concepts to foster a more universally consistent understanding of MPC systems. In response to inconsistencies of definitions, explanations, and examples, we provide a framework for classifying MPC systems; a brief discussion of the types of performance measures to monitor or control for effective performance and continuous improvement in either a push or pull system.
制造、计划和控制(MPC)系统通常分为推式或拉式生产系统。推式系统最常见的例子是MRP系统，而拉式系统最常见的例子是JIT，或者更具体地说是看板系统(Sawaya et al, 1992)。我们发现，对于不同形式的MPC系统，这个术语的使用可能会让新手以及更有经验的管理从业者或研究人员感到困惑。在本文中，我们提出了使用更精确的MPC术语和概念的重要性，以促进对MPC系统的更普遍一致的理解。针对定义、解释和示例的不一致性，我们提供了一个对MPC系统进行分类的框架;简要讨论在推式或拉式系统中监测或控制有效性能和持续改进的性能措施类型。
{"title":"In Lean Production: Semantics Matters","authors":"Bryant C. Mitchell, Jeffrey Vistad, L. Fredendall","doi":"10.58809/rjus4069","DOIUrl":"https://doi.org/10.58809/rjus4069","url":null,"abstract":"Manufacturing, Planning, and Control (MPC) systems are commonly categorized as either push or pull production systems. The most common example of a push system ref erred to is a MRP system, while the example of a pull system most commonly ref erred to is JIT, or more specifically a Kanban system (Sawaya et al, 1992). We have found that the use of this terminology regarding different forms of MPC systems can be confusing to the novice as well as the more experienced management practitioner or researcher. In this paper, we make an argument for the importance of using more precise MPC terms and concepts to foster a more universally consistent understanding of MPC systems. In response to inconsistencies of definitions, explanations, and examples, we provide a framework for classifying MPC systems; a brief discussion of the types of performance measures to monitor or control for effective performance and continuous improvement in either a push or pull system.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"138 5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126994550","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}
Jiajiang Peng, Mark Russell, R. Tormoehlen, B. Talbert
There is a great need to be familiar with creating business networks and partnerships in China by U. S. businesses. The research objectives were to identify the strategies on how to build business networks and partnerships in China and evaluate the importance of those strategies in the development of an effective Chinese market by U. S. agricultural companies. By identifying the strategies and their importance, educators can better assist in the development of educational training programs. A three-round Delphi study was conducted in this study. Thirty-seven (37) panel members completed the first round survey with 34 of them completing the second and third round surveys. The panel members were U. S. agriculture business experts who understood the research topics, had international agriculture business experience in China, and were willing to share such experiences. Panel members were purposefully selected to represent the agricultural industry, government, and higher education sectors. The panel generated a total of 12 strategies on how to build business networks and partnerships in China. Of the 12 strategies, one reached a high consensus level, 10 reached a moderate consensus level, and one reached a low consensus level. Also, of the 12 strategies, one was considered essential, eight were considered very important, and three were considered moderately important. In conclusion, the strategies developed in this study regarding how to build business networks and partnerships cross-culture were all rated by the panel as important at various levels and should be included in international business and leadership educational training programs targeted at U. S. companies wishing to conduct business in China. As a result, international leadership competencies of U. S. business people could be enhanced.
{"title":"International Business Networks and Partnerships Development: A Case of Chinese Market Development Strategies By U.S. Agricultural Companies","authors":"Jiajiang Peng, Mark Russell, R. Tormoehlen, B. Talbert","doi":"10.58809/hxjq8790","DOIUrl":"https://doi.org/10.58809/hxjq8790","url":null,"abstract":"There is a great need to be familiar with creating business networks and partnerships in China by U. S. businesses. The research objectives were to identify the strategies on how to build business networks and partnerships in China and evaluate the importance of those strategies in the development of an effective Chinese market by U. S. agricultural companies. By identifying the strategies and their importance, educators can better assist in the development of educational training programs. A three-round Delphi study was conducted in this study. Thirty-seven (37) panel members completed the first round survey with 34 of them completing the second and third round surveys. The panel members were U. S. agriculture business experts who understood the research topics, had international agriculture business experience in China, and were willing to share such experiences. Panel members were purposefully selected to represent the agricultural industry, government, and higher education sectors. The panel generated a total of 12 strategies on how to build business networks and partnerships in China. Of the 12 strategies, one reached a high consensus level, 10 reached a moderate consensus level, and one reached a low consensus level. Also, of the 12 strategies, one was considered essential, eight were considered very important, and three were considered moderately important. In conclusion, the strategies developed in this study regarding how to build business networks and partnerships cross-culture were all rated by the panel as important at various levels and should be included in international business and leadership educational training programs targeted at U. S. companies wishing to conduct business in China. As a result, international leadership competencies of U. S. business people could be enhanced.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"98 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126094522","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}
Lawrence S. Silver, R. Stevens, K. E. Clow, K. Campbell
Textbooks are an integral component of the higher education process. However, a great deal of concern about the high costs of college textbooks has been expressed by those inside and outside of higher education. This paper focuses on the results of a study of the differences in Management and Marketing professors' criteria and use of textbooks and their reactions to some of the changes that have been implemented or may be implemented by universities, state legislatures, and publishers to combat these cost escalations. Findings suggest that management and marketing instructors, particularly those with years of experience, acknowledge the concerns their students have over high textbook prices. They are willing to have legislation enacted to force changes in the marketing of the textbooks by publishers, but they do not want university policies that (from their perspective) restrict their choices for texts. Nor are they in favor of possible publisher cost saving strategies that appear to add administrative burdens on faculty involved in the adoption process.
{"title":"Differences In Management and Marketing Professors' Perspectives On The Rising Cost of College Textbooks","authors":"Lawrence S. Silver, R. Stevens, K. E. Clow, K. Campbell","doi":"10.58809/zdto2928","DOIUrl":"https://doi.org/10.58809/zdto2928","url":null,"abstract":"Textbooks are an integral component of the higher education process. However, a great deal of concern about the high costs of college textbooks has been expressed by those inside and outside of higher education. This paper focuses on the results of a study of the differences in Management and Marketing professors' criteria and use of textbooks and their reactions to some of the changes that have been implemented or may be implemented by universities, state legislatures, and publishers to combat these cost escalations. Findings suggest that management and marketing instructors, particularly those with years of experience, acknowledge the concerns their students have over high textbook prices. They are willing to have legislation enacted to force changes in the marketing of the textbooks by publishers, but they do not want university policies that (from their perspective) restrict their choices for texts. Nor are they in favor of possible publisher cost saving strategies that appear to add administrative burdens on faculty involved in the adoption process.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121491111","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 paper focuses on intra-organizational partnership, which is viewed as a communication process between leadership and followership. It uses the analogy of a symphony orchestra to illustrate the process of dynamic interactions and suggests that all organizational members are partners. Each of the members simultaneously plays the roles of both leader and follower. Research in listening communication supports the contention that a CEO is just another organizational member, just as a conductor is simply another musician in a symphony orchestra. The partnership from the multi-leader perspective is supported by the leadership communication with regard to gender studies.
{"title":"Conductor Is Just Another Musician: Partnership As Leader-Member Interaction","authors":"Chen-sheng Chung, Jensen Chung","doi":"10.58809/zlnn7427","DOIUrl":"https://doi.org/10.58809/zlnn7427","url":null,"abstract":"This paper focuses on intra-organizational partnership, which is viewed as a communication process between leadership and followership. It uses the analogy of a symphony orchestra to illustrate the process of dynamic interactions and suggests that all organizational members are partners. Each of the members simultaneously plays the roles of both leader and follower. Research in listening communication supports the contention that a CEO is just another organizational member, just as a conductor is simply another musician in a symphony orchestra. The partnership from the multi-leader perspective is supported by the leadership communication with regard to gender studies.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132613911","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}
At the core of a successful not-for-profit organization (NFP) must be an effective board of directors. A reasonable approach to building a more effective board includes ensuring the board has a high level of participation among its members and that the focus of their participation is concentrated on governance. It is not a new notion that board orientation programs can create a climate that facilitates high board participation that is focused on governance; however, in this article, I offer what may be a new vision for developing and managing board orientation programs. The proposed model includes NFP-specific and general board training content that one would expect to find in a orientation program for new board members. In addition, it includes three factors which may make it distinct: 1) teaching a board member shared beliefs or “truths” that can enhance their perceived ability to govern; 2) creating a dialogue through which a board member can articulate his or her perceived needs and obstacles to fully participate; and. 3) implementing a process for the NFP to be responsive to board member needs and obstacles so board participation increases. The research study presented in this paper tests the efficacy of the proposed orientation model. The results are discussed and implications for best practices for NFPs are suggested.
{"title":"Engaged Model of Board orientation","authors":"Santo D. Marabella","doi":"10.58809/ruhz6109","DOIUrl":"https://doi.org/10.58809/ruhz6109","url":null,"abstract":"At the core of a successful not-for-profit organization (NFP) must be an effective board of directors. A reasonable approach to building a more effective board includes ensuring the board has a high level of participation among its members and that the focus of their participation is concentrated on governance. It is not a new notion that board orientation programs can create a climate that facilitates high board participation that is focused on governance; however, in this article, I offer what may be a new vision for developing and managing board orientation programs. The proposed model includes NFP-specific and general board training content that one would expect to find in a orientation program for new board members. In addition, it includes three factors which may make it distinct: 1) teaching a board member shared beliefs or “truths” that can enhance their perceived ability to govern; 2) creating a dialogue through which a board member can articulate his or her perceived needs and obstacles to fully participate; and. 3) implementing a process for the NFP to be responsive to board member needs and obstacles so board participation increases. The research study presented in this paper tests the efficacy of the proposed orientation model. The results are discussed and implications for best practices for NFPs are suggested.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"2015 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134148194","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 paper reflects what has been learned in using Executive Coaching as fill educational method within an Executive MBA program. Students work in a one-on-one coaching relationship throughout the program. This paper presents a rationale for such an educational method, examines the nature of executive coaching, and introduces a model of coaching used in the program. The article provides lessons learned in creating and implementing this executive coaching program as a tool to develop students as leaders. It concludes with some thoughts regarding executive coaching as an educational method for personal and professional leadership development.
{"title":"Using Executive Coaching As A Tool For Personal and Professional Leadership Development Within Business School Education","authors":"Stephen J. Brock, D. Roebuck, Janice Barrow","doi":"10.58809/kyfm8804","DOIUrl":"https://doi.org/10.58809/kyfm8804","url":null,"abstract":"This paper reflects what has been learned in using Executive Coaching as fill educational method within an Executive MBA program. Students work in a one-on-one coaching relationship throughout the program. This paper presents a rationale for such an educational method, examines the nature of executive coaching, and introduces a model of coaching used in the program. The article provides lessons learned in creating and implementing this executive coaching program as a tool to develop students as leaders. It concludes with some thoughts regarding executive coaching as an educational method for personal and professional leadership development.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127803983","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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