According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite

A theory of entrepreneurial opportunity identification and development

Interest in leadership development is strong, especially among practitioners Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development ( research context) The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations

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Leadership development:: A review in context

Capitalism and Freedom

Purpose – The purpose of this paper is to provide a thorough review of self‐leadership literature past and present, including a historical overview of how the concept was created and expanded as well as a detailed look at more recent self‐leadership research trends and directions. The paper also presents a theoretical and conceptual explanation and differentiation of the self‐leadership concept relative to other related motivational, personality, and self‐influence constructs.Design/methodology/approach – Self‐leadership research and related literatures of motivation, personality and self‐influence are discussed and described in order to present the current state of the self‐leadership body of knowledge and to suggest future directions to explore and study.Findings – It is suggested that self‐leadership is a normative model of self‐influence that operates within the framework of more descriptive and deductive theories such as self‐regulation and social cognitive theory.Research limitations/implications – ...

Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities

While the attention to workplace spirituality is growing, there is debate as to what exactly this term “spirituality” means. There seems to be multiple views of workplace spirituality. It could be argued that there are different definitions for the meaning of “spirituality” due to the very strong personal nature of the word itself. We argue that this multiple view of spirituality is a positive thing for organizations if managers attempt to understand differing spiritual views and also encourage all views within an organization. In this paper, we summarize the different perspectives of spirituality, discuss the benefits of encouraging spirituality within organizations, and examine different perspectives of implementing a spirituality‐based culture within firms.

The “what”, “why” and “how” of spirituality in the workplace

Despite the popularity and potential of self‐leadership strategies in modern organizations, no acceptably valid and reliable self‐leadership assessment scale has heretofore been developed. The present study tests the reliability and construct validity of a revised self‐leadership measurement scale created on the basis of existing measures of self‐leadership. Results from an exploratory factor analysis (EFA) demonstrate significantly better reliability and factor stability for the revised scale in comparison to existing instruments. Further, results from a confirmatory factor analysis (CFA) utilizing structural equation modeling techniques demonstrate superior fit for a higher order factor model of self‐leadership, thus providing evidence that the revised scale is measuring self‐leadership in a way that is harmonious with self‐leadership theory. Based on these results, the revised scale appears to be a reasonably reliable and valid instrument for the measurement of self‐leadership skills, behaviors, and cognitions. Implications for future empirical self‐leadership research are discussed.

The revised self‐leadership questionnaire: Testing a hierarchical factor structure for self‐leadership

Offers a number of insights into the nature of spirituality in organizations and how employees can gain greater spirituality and purpose in their work. Specifically, proposes that a recent leadership theory, thought self‐leadership, can assist employees in influencing or leading themselves towards experiencing more spirituality in their organizational life.

Thought Self‐leadership: Finding Spiritual Fulfilment in Organizational Life

Thought self-leadership involves employee self-influence through cognitive strategies that focus on individual self-dialogue, mental imagery, beliefs and assumptions, and thought patterns A training intervention-based field study with a control group was undertaken to empirically examine the applicability of thought self-leadership in an organizational setting (of bankruptcy financial status), and the potential for cognitions to be self-controlled Results suggested that individuals who received the thought self-leadership training experienced increased mental performance, positive affect (enthusiasm), job satisfaction, and decreased negative affect (nervousness) relative to those not receiving the training Additionally, the trainees reported a strong and positive reaction to the training Finally, those who received the training experienced enhanced perceptions of self-efficacy and more optimistic perceptions of the organization's bankruptcy condition than those not receiving the training

Christopher P. Neck

Papers

Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities

The “what”, “why” and “how” of spirituality in the workplace

The revised self‐leadership questionnaire: Testing a hierarchical factor structure for self‐leadership

Thought Self‐leadership: Finding Spiritual Fulfilment in Organizational Life

Thought self-leadership: the impact of mental strategies training on employee cognition, behavior, and affect'