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

The third of a three-part series examines the effectiveness of supervisory training workshops designed for medical group practice supervisors. Significant increases in self-confidence and higher performance ratings in all areas of supervision were results of training.

Supervisory training produces positive changes in self-confidence and job performance.

Leaders often need to project themselves into alternative situations, but there is a limited understanding of how, why, or when leader self-projection might influence their teams’ outcomes. Based on the notion that brain activity in the default mode network (DMN) underlies self-projection, such as future-oriented mental simulations, we argue that the effect of leaders’ DMN activity on team behavior such as collective role performance may be understood by considering both the leaders’ visionary behavior and their orientation towards socialized vision. Specifically, we posit that a leader’s trait-like brain activity in the leader’s DMN is associated with the leader’s visionary behavior. Furthermore, we argue that visionary leader behavior, when accompanied by socialized vision orientation, facilitates collective role performance of the team. As such, we examine the moderating role of a socialized orientation toward serving the interests of a wide range of stakeholders in reinforcing the positive effect of visionary leader behavior on collective role performance of team members, as well as the indirect effect of leader DMN activity on collective role performance via visionary leader behavior. We found support for our hypotheses using diverse research methodologies, including quantitative electroencephalogram (qEEG), multi-source multi-wave surveys, and interview coding. 

Leader self-projection and collective role performance: A consideration of visionary leadership

Many of the problems and risks associated with 360° feedback can be alleviated by carefully addressing the question of why organizations implement such programs. Unfortunately, companies devote more time to generating enthusiasm and making operational plans for a 360° initiative than to carefully and critically thinking about what they can realistically accomplish. The birth of a 360° initiative can typically be characterized as a snowball championing process. That is, an individual manager learns about the concept by receiving 360° feedback as part of a training program he or she attends, or hears about it through colleagues, readings, and so forth. That person could be an executive, a general manager, or a human resource manager. He or she champions the idea by discussing it with fellow managers. If the idea begins to build support and snowballs, the company will likely make plans to implement a formal program. As mentioned in previous chapters, these plans will include identifylng targeted employees, deciding whether or not to use consultants, and developing potential timetables for surveying and feedback. One likely scenario follows. 1

Why Do Organizations Implement 360° Feedback?

Serious questions have been raised regarding the necessity to continue focusing our research on what constitutes individual, or what the authors refer to as singular leadership. Although the authors consider these questions to be important to advancing the field of leadership theory, research, and practice, they also suggest that attempts to minimize the relevance of singular leadership may hinder progress in other domains of leadership research. In this chapter, the authors explore how and why singular leaders and their leadership matter, and how they may influence follower, peer, and organizational outcomes. The authors use a paradoxical framework to present a theoretical model and propositions that allow us to clarify the influence of different forms of singular leadership within organizations. In our examination of singular leadership, the authors consider both positive and harmful modes of attributes, cognitions, and behaviors.

Keeping the Baby While Refreshing the Bathwater: Revisiting the Role of Singular Leadership

In the 1980s, the U.S. Congress enacted two landmark pieces of legislation designed to facilitate technology transfer from universities and federal laboratories to firms. The first law was the Bayh-Dole Act, which applied mainly to research universities. The second was the Stevenson-Wydler Act, which applied to federal labs (e.g., Los Alamos, Livermore, and Sandia). Soon after enactment of this legislation, many universities and federal labs established technology transfer offices (henceforth, TTOs) to facilitate the patenting and licensing of federally-funded research. As a result, there has been a substantial increase in patenting, licensing, and startup creation at U.S. research universities (Grimaldi, Kenney, Siegel, & Wright, 2011) and federal labs (Link, Siegel, & Van Fleet, 2011). We have also seen a burgeoning academic literature on university technology transfer and academic engagement with industry (e.g., Balven, Fenters, Siegel, & Waldman, 2018). 

In this essay, we identify several major gaps in this literature. These gaps address important organizational issues both for academics who study technology transfer and for technology transfer practitioners, who are interested in improving technology transfer performance at universities and federal/national labs. We hope that this essay will highlight the importance of these issues and encourage both academic researchers and practitioners to devote greater attention to the “human” side of technology transfer.

David A. Waldman

Papers

Supervisory training produces positive changes in self-confidence and job performance.

Leader self-projection and collective role performance: A consideration of visionary leadership

Why Do Organizations Implement 360° Feedback?

Keeping the Baby While Refreshing the Bathwater: Revisiting the Role of Singular Leadership

Organizational and Psychological Issues in the Commercialization of Research at Universities and Federal Labs