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

The present historical moment may seem a particularly inopportune time to review Bowling Alone, Robert Putnam's latest exploration of civic decline in America. After all, the outpouring of volunteerism, solidarity, patriotism, and self-sacrifice displayed by Americans in the wake of the September 11 terrorist attacks appears to fly in the face of Putnam's central argument: that \"social capital\" -defined as \"social networks and the norms of reciprocity and trustworthiness that arise from them\" (p. 19)'has declined to dangerously low levels in America over the last three decades. However, Putnam is not fazed in the least by the recent effusion of solidarity. Quite the contrary, he sees in it the potential to \"reverse what has been a 30to 40-year steady decline in most measures of connectedness or community.\"' As an example of how the current \"war on terrorism\" could generate a durable civic renewal, Putnam points to the burst in civic practices that occurred during and after World War II, which he says \"permanently marked\" the generation that lived through it and had a \"terrific effect on American public life over the last half-century.\" 3 If Americans can follow this example and channel their current civic

Bowling alone: The collapse and revival of American community

This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.

Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

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Role congruity theory of prejudice toward female leaders.

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Individuals have multiple identities that may be arranged in hierarchies of subjective importance. Although the concept of identity hierarchies has been recognized in the literature, scholars have ...

Identity Hierarchies of Academic Entrepreneurs: Moving Beyond Dyadic Comparisons

This handbook reflects recent developments in the study of corporate social responsibility (CSR), incorporating new psychological and organizational perspectives on this important, interdisciplinary topic. In this chapter, we introduce several areas of research that add significantly to our understanding of the motivations and ramifications of CSR. These sections include: Micro/HR issues, the Environment and Sustainability, Entrepreneurship, Strategy and Governance, and Business Ethics and Responsibility. Each section contains chapters by leading scholars across the globe. After briefly motivating the topic in each section, we summarize the chapters, highlighting the contributions of each.

New Developments in the Study of Corporate Social Responsibility

In this article, we describe how neuroscience can be used in the study of team dynamics. Specifically, we point out methodological limitations in current team-based research and explain how quantit...

Applying Neuroscience to Emergent Processes in Teams

Research Summary As important stakeholders of a firm, employees are critical to firm success because they are directly engaged in strategy implementation. Accordingly, we theorize that employees' views can impact assessment of the CEO by the board of directors beyond firm financial performance and security analysts' recommendations. Specifically, we hypothesize that employee approval of a CEO's leadership is predictive of the board's CEO dismissal decision, particularly when there is relatively higher firm financial performance, more positive security analyst recommendations, and lower CEO power. Using longitudinal data from 338 firms and 1,252 firm-year observations between 2010 and 2018, we found empirical support for the above predictions. Our theory and supportive findings have important implications for research and practice regarding employee engagement, strategic leadership, and corporate governance. Managerial Summary Because employees are important stakeholders of a firm and critical to its success, we argue that their views about the CEO can impact how the board of directors evaluates the CEO beyond firm financial performance and security analysts' recommendations. Our results show that higher employee approval of CEO leadership (measured by data collected from Glassdoor.com over multiple years) negatively predicts CEO dismissal, particularly when the firm performs better financially, gets more positive recommendations from security analysts, and the CEO has less power relative to the board. These findings suggest that employees' views do matter in the retention or dismissal of the CEO, and that CEOs should be mindful of how their employees view their leadership and the strategies they are promoting at their firms. 

Do employees’ views matter in corporate governance? The relationship between employee approval and ceo dismissal

Harry Roberts and Bernard Sergesketter have written a book that applies total quality management (TQM) at a personal level. The underlying notion is that TQM is a broad and somewhat vague concept in the minds of many people. To make it more concrete, it is necessary for individuals to apply TQM personally to their work and nonwork lives. The authors' basic premise--the importance of linking TQM with persons--is a good one, and well worth pursuing. A brief overview of key issues covered by the book will be provided, including an assessment of whether the authors accomplish what they set out to do. A predominant theme of the book is that individuals should use personal quality checklists as a means of keeping track of and improving their own quality behavior--either at work or away from work. These checklists are never very clearly defined or laid out, although they are portrayed as a simple, straightforward means of tracking the extent of behavioral shortcomings or defects. For example, one could track 'showing up late for meetings' behaviour. Following the TQM model, the process would be analyzed so that improvements could be made in such behaviour. Several problems become evident with regard to the book's emphasis on personal quality checklists. First, much of what the authors have included as checklist material sounds like old-fashioned time-management advice. In the same way, material such as that provided on p. 33 seems to boil down to better work habits. Then the reader is told on p. 27 that it is important to approach a checklist with ambitious goals in mind." Ambitious goals are seen as being better than modest goals. The value of hard, specific goals was determined years ago (c.f. Locke, Shaw, Saari, & Latham, 1981). Then, on p. 67, the authors provide an example--an executive who discovered that she could greatly improve document creation time simply by keying in drafts herself, as opposed to relying on her secretary. In short, much of the content has already been established in the literature or seems obvious. The reader may begin to wonder: What is new here? Second, although the authors are careful to provide numerous examples, many of them seem trite. Some examples of prescribed behaviours include maintaining a neat haircut, making sure that your clothes are always pressed and shoes shined, keeping a clean desk, and making sure your car keys are in your hand before you lock the car door. A paragraph on p. 50 is devoted to showing how the first author was able to shorten the time that it takes to shave his face. The reader cannot help but get the impression that the authors are pushing a clean-cut image as the key to being the consummate TQM man or woman. Oh well, so much for the Steven Jobs and Ben & Jerry types! A third problem is that examples are put forth that appear to either be irrelevant or disputable. On p. 88, Roberts talks about his personal experience with drinking fluids while running road races. While admittedly somewhat interesting to this reader, I could not figure out how this example clearly related to personal checklists or other concepts described in the text. An example of a disputable prescription is the authors' claim, on p. 78, that prioritizing one's tasks is counterproductive and does not add value." Similarly, on p. 20, a Marriott Hotel is used as an example of how simple, nontechnical systems (e.g., the use of hand signals' between a desk clerk and doorman) tend to be more effective than more complex or expensive systems in terms of delivering high-quality service to hotel guests. However, the authors may not be aware of the success claimed by Ritz Carleton Hotels with regard to the use of their computerized database of customers' likes and dislikes. Despite these problems, there are certainly some insights in the book. For example, the consideration of waste-reducers versus activity-expanders on p. …

David A. Waldman

Papers

Identity Hierarchies of Academic Entrepreneurs: Moving Beyond Dyadic Comparisons

New Developments in the Study of Corporate Social Responsibility

Applying Neuroscience to Emergent Processes in Teams

Do employees’ views matter in corporate governance? The relationship between employee approval and ceo dismissal

Quality Is Personal: A Foundation for Total Quality Management