This paper introduces a teaching methodology for business ethics based, in part on the institute for Global Ethics’ Ethical Fitness model which utilizes “right versus right” paradigms to identify and analyze ethical dilemmas. Whereas the Ethical Fitness model finds clarity in the identification of what is “right”, this paper suggests that students will encounter and observe numerous situations in business where there is little clarity available for such a determination. Therefore, this discussion suggests that students probe cognitive dissonance: the tension between two ideas or beliefs that creates the tendency human beings have to justify their actions and decisions, and develop self-serving values definitions. To better appreciate the root of an individual’s self justification, this discussion proposes that students utilize Maslow’s hierarchy of needs as a context for determining , or at least understanding, why actors who make unethical decisions see those decisions, at one point in the decision-making process, as “right”.
{"title":"An Alternative Instructional Method For Business Ethics: Examining The Role and Rationalization of What Is \"Right\"","authors":"B. Richardson","doi":"10.58809/adrw5786","DOIUrl":"https://doi.org/10.58809/adrw5786","url":null,"abstract":"This paper introduces a teaching methodology for business ethics based, in part on the institute for Global Ethics’ Ethical Fitness model which utilizes “right versus right” paradigms to identify and analyze ethical dilemmas. Whereas the Ethical Fitness model finds clarity in the identification of what is “right”, this paper suggests that students will encounter and observe numerous situations in business where there is little clarity available for such a determination. Therefore, this discussion suggests that students probe cognitive dissonance: the tension between two ideas or beliefs that creates the tendency human beings have to justify their actions and decisions, and develop self-serving values definitions. To better appreciate the root of an individual’s self justification, this discussion proposes that students utilize Maslow’s hierarchy of needs as a context for determining , or at least understanding, why actors who make unethical decisions see those decisions, at one point in the decision-making process, as “right”.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"15 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":"121999813","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}
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}
Globalization of the marketplace and tile intense competition among multinational corporations makes attainment of organizational goals an imperative. Furthermore, an increasingly culturally diverse workforce challenges twenty-first century leaders to manage employees in ways to maximize desired organizational outcomes. This study investigates the relationships between cultural value variations, transformational leadership, and work-related outcomes. Managers at all levels of the organization will benefit from insights into what motivates workers to higher levels of performance.
{"title":"Transformational Leadership and Cultural Values: Are They Related To Desired organizational Outcomes?","authors":"Josephine Sosa-Fey, Barbara Dastoor","doi":"10.58809/xisr1015","DOIUrl":"https://doi.org/10.58809/xisr1015","url":null,"abstract":"Globalization of the marketplace and tile intense competition among multinational corporations makes attainment of organizational goals an imperative. Furthermore, an increasingly culturally diverse workforce challenges twenty-first century leaders to manage employees in ways to maximize desired organizational outcomes. This study investigates the relationships between cultural value variations, transformational leadership, and work-related outcomes. Managers at all levels of the organization will benefit from insights into what motivates workers to higher levels of performance.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"27 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":"125203662","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 examines the frequency and distribution of requirements placed on communication managers within recruitment advertisements. The characteristics of recruitment advertisements seeking entry to mid-level communications managers within the Midwest region of the United States were divided into several categories including years of experience, formal education, and educational accreditation status. These categories were analyzed to identify trends and produce conclusions. The conclusions presented with the article indicate employers seek well-rounded and multi-faceted candidates, but overlook educational accreditation as a prerequisite for employment. Additionally, the article evidences both formal education and years of experience as an enhancement to a job seeker's qualifications within workforce. The results of the current study prove valuable in providing information about the field of communications, the job market, general hiring processes, and the workforce. This article recommends further research in job market analysis with emphasis on educational accreditation and its impact on the workforce, job market, and economy.
{"title":"A Communications Manager's Qualifications To Enter The Work Force: The Frequency and Distribution of Requirements","authors":"Alison N. Berry","doi":"10.58809/yiin9091","DOIUrl":"https://doi.org/10.58809/yiin9091","url":null,"abstract":"This article examines the frequency and distribution of requirements placed on communication managers within recruitment advertisements. The characteristics of recruitment advertisements seeking entry to mid-level communications managers within the Midwest region of the United States were divided into several categories including years of experience, formal education, and educational accreditation status. These categories were analyzed to identify trends and produce conclusions. The conclusions presented with the article indicate employers seek well-rounded and multi-faceted candidates, but overlook educational accreditation as a prerequisite for employment. Additionally, the article evidences both formal education and years of experience as an enhancement to a job seeker's qualifications within workforce. The results of the current study prove valuable in providing information about the field of communications, the job market, general hiring processes, and the workforce. This article recommends further research in job market analysis with emphasis on educational accreditation and its impact on the workforce, job market, and economy.","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":"117329104","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 study used meta-analysis to investigate the relationship between leadership style and job performance in sales settings. Specifically, the research investigates whether transformational or transactional leadership is more appropriate in creating a high performing sales environment. Results indicate that transformational leadership is positively and significantly related to salesperson’s job performance, whereas the relationship between transactional leadership and job performance is mixed. Also, results suggest that the relationship between transformational leadership and job performance is stronger when subjective, rather than objective, measures of job performance are used.
{"title":"Transform or Transact? Which Leader Gets Better Results? A Meta - Analysis","authors":"J. Mulki, Fernando Jaramillo, William B. Locander","doi":"10.58809/puhg3509","DOIUrl":"https://doi.org/10.58809/puhg3509","url":null,"abstract":"This study used meta-analysis to investigate the relationship between leadership style and job performance in sales settings. Specifically, the research investigates whether transformational or transactional leadership is more appropriate in creating a high performing sales environment. Results indicate that transformational leadership is positively and significantly related to salesperson’s job performance, whereas the relationship between transactional leadership and job performance is mixed. Also, results suggest that the relationship between transformational leadership and job performance is stronger when subjective, rather than objective, measures of job performance are used.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"127 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":"128025797","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}
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}
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}
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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