This document summarizes research on organizational culture and dark leadership. It defines organizational culture and explores how levels of control within an organization can influence deviant behavior. Dark leadership is defined using Edwin Sutherland's concept of white-collar crime. The relationship between CEO and board is discussed. Research on dark leadership frameworks and factors that can enable corrupt organizational cultures like groupthink are summarized.
Basil Leonard - Breakdown in Leadership IntegrityValuesCentre
This document discusses integrity in leadership and reasons why leaders' public behaviors may contradict their espoused personal values. It explores potential reasons for lack of integrity, including the size of hypocritical gaps between what leaders say and do, and disconnects between lifestyle, values, and behavior. The document advocates for values-based leadership where a leader's behavior is aligned with their moral compass and principles.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
Personality traits are strongly linked to leadership abilities. Research shows the five main personality traits of Adjustment, Ascendance, Likeability, Prudence, and Intellect/Openness can predict leadership ratings. Managers with poor personalities negatively impact employee satisfaction, while good personalities have positive business outcomes. However, it is estimated that 50-75% of current managers may lack strong leadership skills due to a focus on technical abilities over personality during the hiring process. To be most effective, organizations should select for personalities that will enable good management and leadership.
The document discusses key attributes of great leadership according to studies conducted by Harvard. It identifies emotional awareness as the prime attribute, which allows leaders to choose the right people, influence stakeholders, and have authenticity, vision, and passion. Additional qualities of great leaders discussed include integrity, dedication, humility, openness, creativity, fairness, and assertiveness. The document emphasizes that leadership requires developing others and having a "follower-centric" approach.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
This document discusses the concept of Rajarshi leadership as an ancient Indian ideal of leadership that can provide solutions for modern business. It summarizes that ancient philosophies emphasize values like consistency, fairness, and responsibility that are also important for business leaders today. However, modern leaders have often failed to uphold ethics and humanity, focusing more on materialism. Rajarshi leadership prioritizes spirituality over material goals and encourages qualities like non-attachment to results and non-violence that can help address issues in today's complex world.
Leader personality and discretion play a key role in organizational performance. With high discretion, a leader's personality is more likely to influence their leadership style and decisions, which can then impact employee attitudes, team dynamics, and organizational strategy and structure. This proximal impact ultimately determines distal outcomes like productivity, quality, finances, and customer satisfaction. However, too much discretion provides opportunity for leaders to pursue self-interest over the organization's best interests, potentially harming performance. Personality should be carefully considered when assigning leaders high discretion roles.
Pathwise Leadership Development Program - BrochureWorthwhile
Pathwise Leadership is a development program that teaches advanced leadership skills drawn from depth psychology and neuroscience. It aims to transform leaders and consultants by strengthening their abilities to foster cultures of results, innovation, and high-level thinking. The program identifies five levels of leadership development and focuses on the highest level, Level IV. It comprises monthly sessions over a year that cover ten essential skills using case studies and practice. These skills help leaders perceive underlying dynamics, motivate others intrinsically, and apply systems and archetypal thinking to complex problems. Completing the program certifies participants in Cultural Genesis consulting to help organizations achieve higher performance through improved thinking.
Basil Leonard - Breakdown in Leadership IntegrityValuesCentre
This document discusses integrity in leadership and reasons why leaders' public behaviors may contradict their espoused personal values. It explores potential reasons for lack of integrity, including the size of hypocritical gaps between what leaders say and do, and disconnects between lifestyle, values, and behavior. The document advocates for values-based leadership where a leader's behavior is aligned with their moral compass and principles.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
Personality traits are strongly linked to leadership abilities. Research shows the five main personality traits of Adjustment, Ascendance, Likeability, Prudence, and Intellect/Openness can predict leadership ratings. Managers with poor personalities negatively impact employee satisfaction, while good personalities have positive business outcomes. However, it is estimated that 50-75% of current managers may lack strong leadership skills due to a focus on technical abilities over personality during the hiring process. To be most effective, organizations should select for personalities that will enable good management and leadership.
The document discusses key attributes of great leadership according to studies conducted by Harvard. It identifies emotional awareness as the prime attribute, which allows leaders to choose the right people, influence stakeholders, and have authenticity, vision, and passion. Additional qualities of great leaders discussed include integrity, dedication, humility, openness, creativity, fairness, and assertiveness. The document emphasizes that leadership requires developing others and having a "follower-centric" approach.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
This document discusses the concept of Rajarshi leadership as an ancient Indian ideal of leadership that can provide solutions for modern business. It summarizes that ancient philosophies emphasize values like consistency, fairness, and responsibility that are also important for business leaders today. However, modern leaders have often failed to uphold ethics and humanity, focusing more on materialism. Rajarshi leadership prioritizes spirituality over material goals and encourages qualities like non-attachment to results and non-violence that can help address issues in today's complex world.
Leader personality and discretion play a key role in organizational performance. With high discretion, a leader's personality is more likely to influence their leadership style and decisions, which can then impact employee attitudes, team dynamics, and organizational strategy and structure. This proximal impact ultimately determines distal outcomes like productivity, quality, finances, and customer satisfaction. However, too much discretion provides opportunity for leaders to pursue self-interest over the organization's best interests, potentially harming performance. Personality should be carefully considered when assigning leaders high discretion roles.
Pathwise Leadership Development Program - BrochureWorthwhile
Pathwise Leadership is a development program that teaches advanced leadership skills drawn from depth psychology and neuroscience. It aims to transform leaders and consultants by strengthening their abilities to foster cultures of results, innovation, and high-level thinking. The program identifies five levels of leadership development and focuses on the highest level, Level IV. It comprises monthly sessions over a year that cover ten essential skills using case studies and practice. These skills help leaders perceive underlying dynamics, motivate others intrinsically, and apply systems and archetypal thinking to complex problems. Completing the program certifies participants in Cultural Genesis consulting to help organizations achieve higher performance through improved thinking.
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
putting diversity of thought to work (2012 ILSHRM)Joe Gerstandt
This document discusses the benefits of diversity of thought in groups and decision making. It notes that groups with greater differences in knowledge, beliefs, and perspectives introduce more innovations. It also discusses how minority dissent, even if wrong, can stimulate divergent thinking. The document advocates for being inclusive, seeking out novelty, and conveying an invitation for different perspectives to create a learning environment where stress and conflict can lead to growth.
This document provides an overview of followership and different types of followers. It discusses how expectations of followers have changed over time as employees want more meaningful work. It also explains that everyone plays the role of follower at some point, and effective followers can become future leaders. The document then covers psychological reasons for why people follow, including cost-benefit analyses, compliance with authority, trust, and identification with leaders. It introduces the Curphy-Roellig model of followership that identifies four types of followers based on their level of critical thinking and engagement: self-starters, brown-nosers, critics, and slackers. Self-starters are described as the most effective followers who are passionate, think of improvements, and solve
Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)Phil Clothier
This document discusses tools from the Barrett Values Centre for measuring and managing organizational culture. It provides examples of assessments conducted with companies around the world to evaluate cultural values and alignment. The Barrett Values Centre's tools help leaders prioritize key values, measure cultural entropy, develop culture improvement plans, and track changes over time to transform cultures and improve business outcomes.
This document discusses how diversity and inclusion can lead to innovation. It notes that groups with greater differences in knowledge, beliefs, and perspectives tend to introduce more innovations. Cognitive diversity among group members is important. When there are differences in perspectives but also interaction among group members, it can lead to learning, growth, and new ideas. However, differences can also lead to stress, conflict, and wasted energy if not managed properly. Finding the right balance is important for maximizing the benefits of diversity.
This document discusses reframing ethics and spirit in organizations. It explores different metaphors for organizational ethics like the factory, family, jungle, and temple. Each metaphor is associated with a different organizational ethic like excellence, caring, justice, and faith. The document argues that organizational ethics should be rooted in an organization's soul or core identity and values. Modern organizations often lack meaning and moral authority due to shifting too far from their original core purpose. Leaders must embody values like excellence, caring, justice, and faith to address this crisis of ethics in organizations.
This notebook reconciles live environment findings from 4 startups, 2 Fortune 1000s, and a global non-profit, across three disciplines and four industries. It is buzz-word free. No findings are derived from prior work by others; resulting similarities are strictly coincidental, but some coincidences oought t be a good thing.
This document discusses factors that contribute to the development of leadership skills. It summarizes that leadership is complex and influenced by a variety of variables, including personal traits, drives for power, training, experience, intelligence, competence, power, circumstances, and the needs of followers. The document then examines specific leadership traits, leadership drives, the debate around whether leaders are born versus made, formative experiences that shape leaders, the importance of both experience and training, different sources of power for leaders, and factors that enable charismatic leadership.
Servant leadership is a leadership model developed by Robert Greenleaf in 1970 where the leader's primary goal is serving others rather than exercising power over them. Servant leaders focus on meeting follower needs by listening, empathizing, and helping followers grow personally and professionally. The 10 key characteristics of servant leadership are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to follower growth, and community building.
1. The document discusses various topics relating to groups and work teams including definitions of groups, types of groups, reasons for forming groups, stages of group development, and properties of groups such as roles, norms, status, size, and cohesiveness.
2. Key group properties discussed are roles, norms, status, size and cohesiveness and how they impact group performance.
3. Factors that contribute to group cohesiveness and performance are discussed such as membership, work environment, organization, group development, and the nature of the task.
The new leadership paradigm Richard Barrett and Ashley MundayBarrett Academy
The document discusses the need for a new leadership paradigm to address global challenges. It argues that the current paradigm of separating the world into public, private and social sectors creates barriers and that leaders need to work together across these sectors. The new paradigm requires a shift from self-interest to the common good and being the best for the world, not just the best in the world. It also discusses how evolution can teach three universal principles and five strategies relevant to this new leadership paradigm.
This document discusses how leaders can create an ethical organizational climate. It states that leaders are largely responsible for the ethical behaviors of their organizations as they act as ethics officers who set an example through their own conduct. Unethical leaders fail to live up to ethical values and priorities. The document also discusses how ethical climates can be classified and outlines some key markers of highly ethical organizations, including humility, zero tolerance for destructive behaviors, integrity, justice, trust, focus on process, and structural reinforcement.
This document summarizes key concepts from a chapter on meeting ethical challenges of diversity. It discusses how promoting diversity in organizations can have benefits but also barriers like prejudice, stereotyping and ethnocentrism. It presents various frameworks for managing diversity effectively, including reducing negative biases through mindfulness, dignity, moral inclusion and cosmopolitanism. It also discusses universal ethical principles and approaches for making ethical choices in culturally diverse settings, such as integrative social contracts theory and the HKH six question model.
This chapter discusses the importance of a leader's character and inner virtues. It addresses how leaders can develop virtues like courage, temperance, wisdom, justice, optimism, integrity, humility, reverence and compassion. These virtues are woven into a leader's life and allow them to make good moral choices. The chapter provides examples of how leaders can build character through role models, learning from hardships and developing habits that foster virtuous behavior.
NDITC NEW DEAL INK TONER COMPANY 2011 unemployment 38 top secret mind trigger...G B
Inkjet Toner Printer Cartridge Business Secrets Refill NDITC Unemployment is only the beginning. Starting your own inkjet and toner printer cartridge business, is the ending. 38 secrets, secrets, hr, nditc, human nature, management, human resources, unemployment, benefits, start your business, inkjet, toner, refilling, fortune 100, survival, stability, success, cash, need money, money making, How to start your own business starts with a great idea. That idea turns out to be a great small business plan. NDITC understands the customer and so will you. Refilling the inkjet and toner cartridges is about satisfaction, creating value and making another human being happy. NDITC is the leader within inkjet and toner manufacturing, consulting and business planning, Wanting to create wealth, learn about your customers, the New Deal Ink and Toner way.
Transforming Businesses to Perform in the 21st CenturySandeep Gupta
1) The document discusses transforming businesses to perform effectively in the 21st century by shifting to a more conscious business model that incorporates spiritual wisdom and mindfulness.
2) It contrasts the 20th century unconscious business model, which excluded consciousness and treated employees as passive jobs holders, with the proposed 21st century conscious business model that includes consciousness and treats employees as active participants.
3) The transformation requires changing underlying thinking to appreciate new paradigms, and providing a comprehensive approach enabling organizations and members to thrive through inclusive, flexible, transparent, and socially equitable systems focused on sustainability.
The document provides examples and explanations of operations with fractions, including adding, subtracting, multiplying, and dividing fractions. It also explains how to rationalize the denominator of a fraction by moving a root from the bottom of a fraction to the top. Some examples of rationalizing denominators are shown. Finally, it lists some exercises involving solving equations, rationalizing denominators, and performing operations with fractions.
The Vermont Country Store is hiring seasonal employees for the busy holiday season. They offer a warm, family-like work environment and flexible schedules. Seasonal employees often return year after year due to the benefits like competitive pay, discounts, and wellness programs. Those interested in a telemarketing position should call the interview hotline.
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
putting diversity of thought to work (2012 ILSHRM)Joe Gerstandt
This document discusses the benefits of diversity of thought in groups and decision making. It notes that groups with greater differences in knowledge, beliefs, and perspectives introduce more innovations. It also discusses how minority dissent, even if wrong, can stimulate divergent thinking. The document advocates for being inclusive, seeking out novelty, and conveying an invitation for different perspectives to create a learning environment where stress and conflict can lead to growth.
This document provides an overview of followership and different types of followers. It discusses how expectations of followers have changed over time as employees want more meaningful work. It also explains that everyone plays the role of follower at some point, and effective followers can become future leaders. The document then covers psychological reasons for why people follow, including cost-benefit analyses, compliance with authority, trust, and identification with leaders. It introduces the Curphy-Roellig model of followership that identifies four types of followers based on their level of critical thinking and engagement: self-starters, brown-nosers, critics, and slackers. Self-starters are described as the most effective followers who are passionate, think of improvements, and solve
Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)Phil Clothier
This document discusses tools from the Barrett Values Centre for measuring and managing organizational culture. It provides examples of assessments conducted with companies around the world to evaluate cultural values and alignment. The Barrett Values Centre's tools help leaders prioritize key values, measure cultural entropy, develop culture improvement plans, and track changes over time to transform cultures and improve business outcomes.
This document discusses how diversity and inclusion can lead to innovation. It notes that groups with greater differences in knowledge, beliefs, and perspectives tend to introduce more innovations. Cognitive diversity among group members is important. When there are differences in perspectives but also interaction among group members, it can lead to learning, growth, and new ideas. However, differences can also lead to stress, conflict, and wasted energy if not managed properly. Finding the right balance is important for maximizing the benefits of diversity.
This document discusses reframing ethics and spirit in organizations. It explores different metaphors for organizational ethics like the factory, family, jungle, and temple. Each metaphor is associated with a different organizational ethic like excellence, caring, justice, and faith. The document argues that organizational ethics should be rooted in an organization's soul or core identity and values. Modern organizations often lack meaning and moral authority due to shifting too far from their original core purpose. Leaders must embody values like excellence, caring, justice, and faith to address this crisis of ethics in organizations.
This notebook reconciles live environment findings from 4 startups, 2 Fortune 1000s, and a global non-profit, across three disciplines and four industries. It is buzz-word free. No findings are derived from prior work by others; resulting similarities are strictly coincidental, but some coincidences oought t be a good thing.
This document discusses factors that contribute to the development of leadership skills. It summarizes that leadership is complex and influenced by a variety of variables, including personal traits, drives for power, training, experience, intelligence, competence, power, circumstances, and the needs of followers. The document then examines specific leadership traits, leadership drives, the debate around whether leaders are born versus made, formative experiences that shape leaders, the importance of both experience and training, different sources of power for leaders, and factors that enable charismatic leadership.
Servant leadership is a leadership model developed by Robert Greenleaf in 1970 where the leader's primary goal is serving others rather than exercising power over them. Servant leaders focus on meeting follower needs by listening, empathizing, and helping followers grow personally and professionally. The 10 key characteristics of servant leadership are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to follower growth, and community building.
1. The document discusses various topics relating to groups and work teams including definitions of groups, types of groups, reasons for forming groups, stages of group development, and properties of groups such as roles, norms, status, size, and cohesiveness.
2. Key group properties discussed are roles, norms, status, size and cohesiveness and how they impact group performance.
3. Factors that contribute to group cohesiveness and performance are discussed such as membership, work environment, organization, group development, and the nature of the task.
The new leadership paradigm Richard Barrett and Ashley MundayBarrett Academy
The document discusses the need for a new leadership paradigm to address global challenges. It argues that the current paradigm of separating the world into public, private and social sectors creates barriers and that leaders need to work together across these sectors. The new paradigm requires a shift from self-interest to the common good and being the best for the world, not just the best in the world. It also discusses how evolution can teach three universal principles and five strategies relevant to this new leadership paradigm.
This document discusses how leaders can create an ethical organizational climate. It states that leaders are largely responsible for the ethical behaviors of their organizations as they act as ethics officers who set an example through their own conduct. Unethical leaders fail to live up to ethical values and priorities. The document also discusses how ethical climates can be classified and outlines some key markers of highly ethical organizations, including humility, zero tolerance for destructive behaviors, integrity, justice, trust, focus on process, and structural reinforcement.
This document summarizes key concepts from a chapter on meeting ethical challenges of diversity. It discusses how promoting diversity in organizations can have benefits but also barriers like prejudice, stereotyping and ethnocentrism. It presents various frameworks for managing diversity effectively, including reducing negative biases through mindfulness, dignity, moral inclusion and cosmopolitanism. It also discusses universal ethical principles and approaches for making ethical choices in culturally diverse settings, such as integrative social contracts theory and the HKH six question model.
This chapter discusses the importance of a leader's character and inner virtues. It addresses how leaders can develop virtues like courage, temperance, wisdom, justice, optimism, integrity, humility, reverence and compassion. These virtues are woven into a leader's life and allow them to make good moral choices. The chapter provides examples of how leaders can build character through role models, learning from hardships and developing habits that foster virtuous behavior.
NDITC NEW DEAL INK TONER COMPANY 2011 unemployment 38 top secret mind trigger...G B
Inkjet Toner Printer Cartridge Business Secrets Refill NDITC Unemployment is only the beginning. Starting your own inkjet and toner printer cartridge business, is the ending. 38 secrets, secrets, hr, nditc, human nature, management, human resources, unemployment, benefits, start your business, inkjet, toner, refilling, fortune 100, survival, stability, success, cash, need money, money making, How to start your own business starts with a great idea. That idea turns out to be a great small business plan. NDITC understands the customer and so will you. Refilling the inkjet and toner cartridges is about satisfaction, creating value and making another human being happy. NDITC is the leader within inkjet and toner manufacturing, consulting and business planning, Wanting to create wealth, learn about your customers, the New Deal Ink and Toner way.
Transforming Businesses to Perform in the 21st CenturySandeep Gupta
1) The document discusses transforming businesses to perform effectively in the 21st century by shifting to a more conscious business model that incorporates spiritual wisdom and mindfulness.
2) It contrasts the 20th century unconscious business model, which excluded consciousness and treated employees as passive jobs holders, with the proposed 21st century conscious business model that includes consciousness and treats employees as active participants.
3) The transformation requires changing underlying thinking to appreciate new paradigms, and providing a comprehensive approach enabling organizations and members to thrive through inclusive, flexible, transparent, and socially equitable systems focused on sustainability.
The document provides examples and explanations of operations with fractions, including adding, subtracting, multiplying, and dividing fractions. It also explains how to rationalize the denominator of a fraction by moving a root from the bottom of a fraction to the top. Some examples of rationalizing denominators are shown. Finally, it lists some exercises involving solving equations, rationalizing denominators, and performing operations with fractions.
The Vermont Country Store is hiring seasonal employees for the busy holiday season. They offer a warm, family-like work environment and flexible schedules. Seasonal employees often return year after year due to the benefits like competitive pay, discounts, and wellness programs. Those interested in a telemarketing position should call the interview hotline.
Å få inn vitenskapelige tidsskriftsartikler til vitenarkivene kan være krevende. Hvordan kan vi stimulere forskerne til å avlevere sine publikasjoner? Går det lettere med OA-policy og insentivordning på plass?
This document discusses face recognition technology and biometrics. It summarizes the results of tests on face recognition systems, distinguishing between verification, watchlist, and identification tasks. Key metrics for each task are defined such as false accept rate, detection rate, and rank-n identification. The document urges using standardized tests and proper terminology to evaluate biometrics systems.
4 Site Digital is a digital marketing agency that provides services such as SEO, paid search marketing, email marketing, social media, and analytics. They recommend using an open source content management system for flexibility, portability, and scalability. They emphasize the importance of mobile responsiveness given most searches now occur on mobile. Their services are designed to attract and convert leads into customers through proven digital marketing models.
Presenting as a team requires careful coordination and planning to appear cohesive. A team leader should be appointed to schedule meetings, communicate updates, and ensure responsibilities are allocated. Team members must recognize each person's contributions, get to know each other, and collaborate through active listening. The presentation must have a logical sequence established through rehearsal so it flows as one continuous session. During the presentation, the team should pay attention to each other, take turns speaking, and field questions as a united front.
Gambia 2015 rural development and education discovery visitStephen Haggard
A "deep dive" return visit to a remote West African community in a peaceful village for CPD or voluntary work holidays in education, health, enterprise support, leadership. Families can put their children in local schools (English speaking). Travel 16 Feb ex London return 2 March. All welcome. Contact details on slides.
SLA Webinar: Using E-Portfolios to Showcase Your Work, Experience, and SkillsLisa Chow
The document discusses using e-portfolios to showcase work, experience, and skills. It covers the basics of e-portfolios, including how they differ from traditional resumes by being more interactive and including multimedia. Online tools for creating e-portfolios, such as Google Sites, WordPress, and Coroflot, are presented. Effective promotion strategies like email signatures, presentation bios, and SlideShare are suggested. Finally, the document addresses measuring an e-portfolio's impact using web analytics to track visitors.
The document discusses piecewise defined functions. It defines a piecewise function as one where the function definition changes depending on the interval of x-values. It provides examples of sketching piecewise functions and finding their domains and ranges. Specifically, it gives the examples of the functions y=-2, f(x)=2x for -2<=x<=3, and g(x)=-(3/2)x+1. It also defines a piecewise function as having different expressions on various intervals.
Presentation and workshop notes from session on how to apply the Researcher Development Framework to library and information service provision for research/e support
Uses case studies of different types of researchers.
Workshop notes integrated into the presentation
The document provides a summary of activities that took place during the 2008-2009 school year at Trapper School. Some of the key events and activities mentioned include the volleyball team earning a sportsmanship trophy, various musical and dance performances around Christmas, a spelling bee competition, perfect attendance recognition, a science taste experiment, mentoring programs between older and younger students, a career fair, reading activities, preparation for graduation, and the graduation banquet. The document consists of over 100 pictures documenting these and other events from the school year.
The document provides an overview of real estate investment opportunities in the Gulf Opportunity Zone (GO Zone) through Hanover Companies. Key points include:
- Hanover specializes in residential property acquisitions and sales in the GO Zone, one of the hottest U.S. real estate markets.
- The GO Zone Act provides tax incentives like 50% bonus depreciation to qualified real estate investors purchasing GO Zone property through 2011.
- Hanover offers various residential development projects in GO Zone areas like Ocean Springs, Gulfport and Biloxi that are eligible for these tax benefits.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Useful Web 2.0 Tools in Secondary Geography, Mick Law, Contour Educationbecnicholas
The range of digital tools seems to be growing exponentially every day. Mick aims to cut through the digital noise and highlight some ICTs that can help make classroom teaching more efficient, enjoyable and relevant for the students and teacher. From free online storage, to on-screen video recording and old maps online, there will be plenty of resources to take away for review. All resources demonstrated will be freely available (or at very minimal cost) and teachers will be able to access resources online at their leisure.
This document discusses how to build an online presence through social media and search engine optimization. It provides tips on creating profiles on websites like LinkedIn, Twitter, and Google to share information and help others find your expertise. RSS feeds and social bookmarking tools like Delicious and Diigo are recommended for gathering and organizing information from blogs, news, and research. New businesses are advised to engage interactively with customers and fans through social media rather than restrict access to content.
This document summarizes strategies for leaders to avoid collusive managerial delinquency and address organizational culture risks. It discusses how inappropriate norms and risk-taking develop gradually through unchallenged assumptions. Leaders should explore internal doubts and uncertainties, understand implicit norms, and check assumptions behind language. Better listening and acknowledging diverse views in groups can surface issues to address before problems escalate.
Leiderschap, gedrag en verandering in de wereld van Het Nieuwe Werkenoverhetnieuwewerken
The document discusses challenges of new ways of working including managing expectations, focusing too much on control, and top-down leadership styles. It covers concepts like adaptive leadership, organizational roles, work without boundaries, and emerging views of leadership as a social process. New organizational models are proposed that move from hierarchies to integrated networks.
The document discusses various theories of leadership. It defines leadership and discusses early theories including the Great Man theory which proposed that great leaders are born, not made. It also covers trait theories, behavioral theories, contingency theories, and transformational theories. The theories focus on different aspects believed to define leadership such as traits, behaviors, situational factors, and relationships with followers. The document provides examples and limitations of each theory of leadership.
This was a project for my communications class in which we had to chose and organization and observe it. Afterwards we much put together our suggestions on how the communication within the company can be improved.
This document discusses defining legal leadership. It begins by noting that leadership involves envisioning goals and inspiring others to achieve them, but more specific behaviors are needed. Two models of leadership competencies and behaviors are described - the Birkman Behaviors model and the MRG Leadership Effectiveness model. Both models involve creating a vision, implementing plans, achieving results, and building teams. Choosing a model can help leaders develop themselves by identifying which competencies to improve.
The Art of Educational Leadership by Dr. Fenwick W. English - Lavada Walden and William Allan Kritsonis, PhD - PPT. Dr. Kritsonis' class.
In 2004, Dr. William Allan Kritsonis was recognized as the Central Washington University Alumni Association Distinguished Alumnus for the College of Education and Professional Studies. Dr. Kritsonis was nominated by alumni, former students, friends, faculty, and staff. Final selection was made by the Alumni Association Board of Directors. Recipients are CWU graduates of 20 years or more and are recognized for achievement in their professional field and have made a positive contribution to society. For the second consecutive year, U.S. News and World Report placed Central Washington University among the top elite public institutions in the west. CWU was 12th on the list in the 2006 On-Line Education of “America’s Best Colleges.”
Ch 4 Individual Human Agency and Principles of Action by Fenwick W. English, PhDguestcc1ebaf
The Art of Educational Leadership: Balanching Performance and Accountability by Dr. Fenwick W. English PPT Presentations for Dr. William Allan Kritsonis' PhD level courses.
PhD presentation, Dr. William Allan Kritsonis, PVAMU, The Texas A&M University System, Book by Dr. Fenwick W. English titled The Art of Educational Leadership: Balancing Performance and Accountability.
William Allan Kritsonis, PhD
Chapter 4 - The Art of Educational Leadership by Dr. Fenwick W. English, Pres...William Kritsonis
This document discusses several concepts related to human agency and principles of action in leadership. It outlines Weber's four types of action - instrumental, value-rational, affectual, and traditional. It also describes Gardner's cognitive model of leadership, which posits that followers create leaders by seeking someone to help make sense of their situation and give voice to their emotions. Leaders must convincingly embody the stories and narratives they tell to gain and maintain legitimacy. The document contrasts the perspectives of Plato, who saw morality as based on enduring values, versus the Sophists, who saw truth as dependent on context. It notes that leadership roles can wound leaders by conflicting with their personal needs and values.
This document discusses leadership approaches and characteristics that can enhance leadership skills. It covers several topics related to ethics, values, and leadership including qualities of ethical leadership, generational differences in values, ethical dilemmas, servant leadership, and creating an ethical organizational climate. The key points are that a leader's values and ethical code are important determinants of how power is exercised; servant leadership focuses on serving followers' needs; and establishing clear ethical policies, communicating core values, and rewarding ethical behavior can help create an ethical climate in an organization.
This document provides an overview of leadership concepts from the textbook "Management 6th Ed." by Richard Daft. It defines leadership as the ability to influence people toward goals, and distinguishes leader qualities from manager qualities. The document discusses power sources, empowerment, leadership traits, behavioral approaches like Ohio State studies, and contingency theories like Fiedler's model. It aims to help readers understand different perspectives on leadership.
This document discusses the complex relationship between organizations and ethics. It notes that identifying moral responsibility can be difficult, as harms are often caused by ambiguous structures rather than identifiable individuals. While leaders are often expected to bear responsibility, in reality responsibility is diffuse across many actors. The document also discusses the importance of ethical climates and leadership in shaping organizational behavior, noting schools in particular struggle to define ethics as part of principal's roles. It argues for the need to develop caring, socially just, and strategically ethical leadership in schools.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
Resetting Values in the aftermath of the banking crisisPaul Sweeney
In the aftermath of successive banking scandals, investigations have rightly identified a failure to “walk the talk” - actions have not been aligned with values.
It may be tempting to believe that a renewed push on resetting and embedding values will change behaviours.
And indeed it is a good start, but all our experience tells us that other factors are at play.
The document provides an overview of several leadership theories including:
1. Great Man Theory which assumes that great leaders are born, not made.
2. Trait Theory which focuses on inherent traits and skills that make an effective leader.
3. Behavioral Theory which looks at observable behaviors of successful leaders and assumes leadership can be learned.
4. Contingency Theories examine how leadership style depends on situational factors like follower readiness and ability.
The summary highlights some of the key assumptions, descriptions, and discussions around these influential leadership theories.
Two contrasting views fuel debate in leadership theory and practice: The classic behavioral approach assumes that developing leaders means focusing on the person, his or her skills and experience, whereas the mindful approach holds that leadership happens in the moment and requires making sense of the evolving dynamic between person and context. In essence, training leaders in the behavioral tradition means providing them with a toolbox of knowledge and skills. But is this sufficient, given the complexity and human dynamics involved in leading people in organizations?
The document discusses different leadership styles and behaviors. It notes that effective leadership involves inspiring others to willingly follow you and engage in a shared goal or quest. Different leadership styles are described, including those that are aggressive and ego-driven versus those that are more inspirational and strategic. The importance of emotional intelligence, clear communication, building trust and demonstrating passion for the goals are highlighted.
While personal ethics are important, they are not enough to define acceptable behavior when one is part of an organization. An organization's code of ethics, collective standards, and formal policies provide consistency by establishing agreed-upon rules and principles to govern group behavior. Evaluating decisions based on their consequences, legal issues, impact on image and culture, and alignment with core values can help ensure actions are ethical from both an individual and organizational perspective. Walking the talk of an organization's ethics over time requires competence, confidence, and tough-mindedness in decision-making.
2. Organizational culture has been defined
as “written and unwritten expectations
of behavior (rules and norms) that
influence members of the
organization”(Ross, 1995, p. 346).
How likely is an organisation to place
restraints and punishment on deviant
behaviour, determines levels of deviant
behaviour (Tittle, 1995)
3. Levels of control are “reflected by the
control experienced across any number
of situational and global domains”
Piquero and Piquero (2006)
Relationship between CEO and board
i) little contact between CEO and board
ii) controlling – CEO sets direction board just
“rubber stamps”
iii) collaborative relationship, iv) focus on
each party's strengths (Cady & Soukup, 2008)
4. 2008 Ph.D Dissertation by Husted:
Systematic Differentiation Between Dark
and Light Leaders: Is a Corporate Criminal
Profile Possible
Dark Leadership, defined through
Edwin Sutherland (1949) coining of the
term “white-collar crime”, defining it as
a criminal act of respectable individuals
in the course of their occupations
Led to questions about leadership
Concerns about group interactions
5. DARK
LEADERSHIP
15. Cognitive 1. Egoism
Dissonance
14. Justification 2. Motivation
Neutralization
13. Deterrence 3. Opportunity
Theory
4. Strain Theory
12. Pleasure/Pain 5. Conflict
Principle Theory
7. Stakeholder
6. Stockholder Theory 8. Culture of
Theory Competition
9. Capitalism
10. Interactionist
11. Symbolic Theory
Constructs
Figure 1: Dark Leadership Framework
6. Arthur Levitt, Former Chairman of the
Securities and Exchange Commission (SEC)
from 1993 - 2001, stated there was
A “Culture of Gamesmanship” where it was
considered okay to bend to the pressures of
analysts.
A culture which believed it was okay to
tweak the numbers and bend the rules and
to allow discrepancies to slide” (Smith et al.,
2006).
7. Group think occurs in a situation in which a
group is extremely cohesive and there is a strong
desire to reach consensus among members.
Signs of group think:
i) illusion of Invulnerability
ii) collective rationalisation
iii) illusion of morality
iv) excessive stereotyping
v) pressure to conform
vi) self-censorship
vii) illusion of unanimity
viii) mindguards: people
protect group from outside information
8.
9. Organisational culture starts at the top
Rey (2002).
Without that creative dynamic, of being
able to openly constructively criticize,
an environment of fear, antipathy and
stagnation sets in.
10. Truab & Little (1975) defined deviance as
“ behavior which violates
institutionalized expectations, that is,
expectations which are shared and
recognized as legitimate within a social
system”
Alison et al. (2002) identified the need to
approach behavior using a holistic
approach; focusing on the interaction of
the Person x Situation
11. Argument to include internal
organisational people-processes and
people-dynamics in the definition of
“Corporate Social Responsibility”
CSR must also include how an
institution monitors and manages the
human interactions occurring in it
Focus on people-dynamics not just for
corporations, but also NGOs,
government institutions, private firms
12. Internal human-processes of any
organisation, including corporation that
may lead to deviance
Human-processes include but not
limited to:
Supervision: Too much, too little
Validation: Yes Men, Group Think,
Gang/Cult Mentality, Justification
13. A cult was defined by Robbins and
Anthony as a group having manipulative,
authoritative leadership and coercive
power. Likely to have:
Authoritarian leaders
Totalitarianist in their organization
Have a specific form of indoctrination
(Richardson, 1993, p. 351)
14. Pavlos' Points on a cult Business Cult – like
Behaviour
A cult has a living leader in A living leader; whose
which the direction of the cult charisma is used to
is set by the revelations of manipulate followers into
the leader working towards the leader’s
personal vision, not the
company vision
A cult's religious leader has A person who
absolute authority over the micromanages, who
group squashes any sort of
independent thought, who
refuses to hear the input of
staff or colleagues and uses
transactional relationships
and coercive power to gain
compliance of followers
15. Pavlos' Points on a cult Business Cult – like
Behaviour
A cult promises converts In business terms, this can
salvation through hard work be translated into greater
and loyalty profits, subsequently
equating with higher pay as
long as the individual is
willing to conform and
transact the behaviors
prescribed by the group and
its leader
Cults require the members Those who consistently
do demeaning work for the question the leader’s vision
cause or strategy are relegated to
work which is far below their
capabilities, and are subject
to coercive power and
reprisal for not transacting
the wishes of the group and
its leader
16. Pavlos' Points on a cult Business Cult – like
Behaviour
Cults promise everlasting As long as members
salvation for their faithful continue to do what the
followers leader tells them to do, they
will maintain high financial
rewards
Converts must remove Increasingly the business
themselves from the greater becomes more opaque, even
society to auditors and regulators
Cults strongly discourage The company’s leader
critical thinking surrounds him/herself with
yes people and encourages
group think.
17. Pavlos' Points on a cult Business Cult – like
Behaviour
Cults create strong feelings Workers directly involved in
of dependency between cult the fraud or criminal act
members become increasingly hostile
to outsiders.
Cults indoctrinate members Workers become
through extreme personality, increasingly consumed by
attitude, belief and behavioral their employment, their
change techniques personal lives are out of
balance with their work lives.
Cults practice rituals which Work related performance is
are psychologically increasingly judged by hard
unwholesome to members metrics instead of a
combination of hard and soft
metrics.
18. Too much supervision: Enron executives
led Wall Street analysts through the
trading floor (previously empty rooms).
It looked like people were working –
they were pretending.
Too much supervision can led to micro-
managing, bullying, loss of critical
thinking in staff; over-dependence on a
few people
19. Superficial charm Grandiosity
Manipulation Deceit
Lack of remorse Shallow affect
Failure to accept responsibility Failure to conform to social norms
Impulsivity Irritability and/or aggressiveness
Disregard for safety for self or others Lack of self-awareness
Lack of self-monitoring Inability to manage emotions
Self motivation Inability to relate well to others
20. Dr. Christie Husted
chusted[@]sbmconsultingservices.com
Renée Gendron, MA, Ph.d candidate
reneegendron[@]hotmail.com or
rgendron[@]ciian.org
Folders with full article and presentation
available
21.
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the processes involved in deriving background characteristics
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about Board Relations: SOX Isn't the
Biggest Problem, It's the Interpersonal Relationships. Here is a Way to
Move Your Board from
Dysfunctional to Optimal”, in ABA Banking Journal, Vol. 100, Issue
2, Simmons-Boardman, (Gale Cengage Learning), pages 47-48
Coleman, J. (1987). Toward an integrated theory of white-collar
crime. American Journal of Sociology, 93(2), 406-439
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potential conflicts of interest in corporate governance”, Journal of
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24. Piquero, N., & Piquero, A. (2006). Control balance and exploitative
corporate crime. Criminology, 44(2), 397-430.
Piquero, N., Exum, L., & Simpson, S. (2005). Integrating the
desires for control and rotational choice in the corporate crime
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Editor's Notes
The term corporate, as used throughout this article, is defined as acts “done by or characteristic of individuals acting together; ‘a joint identity’; ‘the collective mind’; ‘the corporate good’&quot; (Corporate, 2009). The term corporate criminal has been used to describe a myriad of deviant acts in the course of business. For the purposes of this article, the terms white collar crime, deviant corporate behavior and corporate criminal are used interchangeably. All three terms for this article will pertain to illegal acts engaged in by a company.
Felo (2001) indicated corporate governance structure can lead to conflicts of interest when directors have direct affiliation with the corporation and/or its management team. Their relationship with the corporation and/or management team may result in the director’s reluctance in confronting and disciplining ineffective managers. Directors having financial interest in the organization may be reluctant to confront wrongdoers for fear of losing the organization’s business. The lack of director oversight and confrontation with wrongdoers relates back to the situational factors of low social control and deterrence theory. Felo’s (2001) findings suggested the need to look at the organization’s checks and balances system; specifically, whether the checks and balances systems are inside or outside the control of the organization. Felo’s findings suggest the need to look at the leader’s organization and whether or not the accountants provided consulting services to the firm and/or directors had an affiliation with the firm or its management team other than as a director.
Dr. Husted cautioned in her dissertation that the results leading to a Preliminary Dark Leadership Profile should not be used by Human Resource Specialists and organizations to isolate or discriminate against current or potential employees. The Dark Leadership Profile should be used in conjunction with the Dark Leadership Framework to analyze organizations’ current infrastructure, policies, environmental, economic, and other situational factors, composition of Board of Directors and checks and balances systems to determine if these elements are conducive to the manifestation of Dark Leadership. The research findings suggested personality characteristics by themselves do not lead to the manifestation of Dark Leadership. Environmental and situational factors, combined with personality characteristics give rise to a propensity towards Dark Leadership.
Some of the components contained in this framework led to further hypotheses of situational and relational factors being supporting factors in the development of corporate wrong-doing such as: 4. Robert Merton’s (1938) strain theory was based on the notion that society dictates what is considered valuable within their culture. In capitalist society it is believed to be: money, power, wealth, material goods, and status. Society also dictates what acceptable means to obtaining these items are. 10. Interactionists see motivation as a symbolic construct. The meaning that individuals attribute to a particular situation and to social reality in general, structures their experience and makes certain courses of action seem appropriate while others are excluded or ignored. (Coleman, 1987, p. 410) Moore (1992) believed corporate crime is the result of the organization’s goals, rules, policies and procedures being imposed upon the leader. She believed the corporate culture and its conduct are transcended to the organization’s leader. Moore’s discussion on leaders being socialized into criminal behavior through the organization’s corporate culture is reminiscent of Sutherland’s (1934) discussion on differential association. Sutherland (1934) believed individuals engage in criminal activity as a result of their association with others who teach the individual behaviors and instill attitudes and beliefs conducive to criminal conduct. Sutherland claimed some individuals belong to associations who are more accepting of and/or expose the individual to higher amounts of criminal behavior. 14 & 15. Leads us to our next slides on justification, yes men and cognitive dissonance
A common justification used for unethical and often criminal behavior, is that others (competitors) are also engaging in the same behavior. Failure to engage in the same unethical / criminal behavior would lead to a fall in stock prices, which in turn, would lead to a reduction in company worth. This in turn would lead to fewer returns for the investors. (Gray et al, 2002, p. 49-51) Cressey (1971) found white-collar criminals used neutralization and justification to deny harm. This allowed the white-collar criminal to maintain and portray a non-deviant image to themselves and society. For example, most white-collar offenders “would not have committed their offenses if they had defined such activities as simple theft instead of borrowing” (Coleman, 1987, pp. 410-411). The white-collar criminal’s ability to neutralize and justify their behavior helps to minimize his/her culpability in the eyes of the public. White-collar crimes are viewed by the public with apathy. This helps to confirm the offender’s notion that they are engaging in acts that are not considered by society as being harmful and deviant.
Neutralization and justification was found to further perpetuate the Dark leader’s perception of being a martyr. They saw the laws and rules as unjust. They had a sense that they were owed something in return for their plight. They began deceiving themselves as well as others, when they failed to entertain reality; opting instead to surround themselves with “yes people” who along with the leader engaged in “group think.” Thus, the Dark Leader surrounded himself with people who would support and not question his decisions, providing nourishment for the leader’s cognitive dissonance. Groupthink can occur where the leader’s advisors delude themselves into agreement with the leader. Research in impression management indicates not only that one’s self-descriptions are effective in deceiving an audience, but also that they may deceive the presenter as well. This is especially true when the audience reinforces and approves the individual’s image. (pp. 50-51)
Dark Leaders surrounded themselves with “yes people.” They were found to demand loyal lieutenants to transact their wishes out of fear of reprisal and repercussion. Thus, resulting in unquestioned authority. The organizations were decentralized. Also found was a transactional nature in asserting their authority, coupled with decentralization reduced the likelihood of an effective checks and balances system to deter illegal and/or unethical behavior from occurring. These situational factors are believed to lead to an organizational culture of what this researcher calls “organi-cultural deviance”. This deviant sub-culture is believed to be similar to gang cultures, and pack mentality found in the study of common crime. The researcher suggests further research in the areas of the leader’s and follower’s influence upon one another; socialization into a culture of deviance and peer pressure.
Debate continues in social responsibility whether to hold the individual or corporation responsible for violations of law. Velasquez (2003) believed organization’s actions are products of its members’ and leader’s intent. This ongoing debate results in this paper’s exploratory discussion between corporate social responsibility and employee relational dynamics in preventing wrong-doing.
It is believed organizations with an ability to assess their current infrastructure, policies, environment, economy, and other situations, composition of their Boards of Directors and checks and balances systems will be able to devise policies and procedures for oversight to avoid placing themselves and their leaders in a situation that gives rise to Dark Leadership It is not possible to prevent all situations in which corporate wrong doing will occur. What is possible, is to reduce the situations in which the likelihood for wrong doing increases. One situation in which a board member or executive can take preventative measure, is in the relationship between the board and the CEO.
Corporations must be watchful of charismatic leadership. It is not the charisma per se, rather the type of interactions between the leader and the teammates. Characteristics of pseudo-transformational leadership, antisocial personality disorder, psychopathy and what Husted described as being characteristics of “Emotional Ignorance” are believed to be significant contributors in the development of Organi-cultural Deviance. These characteristics include traits included on this slide. If the leader prevents any proper outside oversight, prevents non-members from reviewing the work or is hostile to a periodic change in group membership (to prevent group think and to prevent a cult-like mentality), are warning signs that something may be unhealthy in the group dynamics.