Spirituality enables a businessperson to gain a more integrated perspective on their firm, family, neighbors, community and self. Hence, business people and business faculty show…
Abstract
Spirituality enables a businessperson to gain a more integrated perspective on their firm, family, neighbors, community and self. Hence, business people and business faculty show a significant increase in interest in spirituality in the workplace. The new interest is measured by the growing number of professional presentations, journal articles, books and conferences devoted to the subject. A consensus is emerging on the principal elements of a spirituality for working people. It includes acknowledging God, the importance of prayer, other people and a sustainable world. Some managers and firms encourage spirituality in the workplace. Many religiously‐oriented universities are integrating mission, spirituality and service in their education.
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Considers cases of new product launches where market analysissuggests that the product will fail but when pushed through by anentrepreneur proves to be a commercial success…
Abstract
Considers cases of new product launches where market analysis suggests that the product will fail but when pushed through by an entrepreneur proves to be a commercial success. Describes the process of product introduction to fill unrecognized needs as Ready‐Fire‐Aim, since the market can only be appreciated after the launch. Concludes that product champions must be in a corporate culture that allows risk, and should be prepared to risk their job on a risky venture.
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This study examines the nature of emergent, self‐organizing systems in the context of the history of Herman Miller, Inc. This history informs our understanding of emergent systems…
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This study examines the nature of emergent, self‐organizing systems in the context of the history of Herman Miller, Inc. This history informs our understanding of emergent systems on two levels: how the dynamic of emergent self‐organization informs our sense of the past; and how it informs our understanding of an emergent, self‐organizing future. This article also recounts a critical period in the development history of Herman Miller, Inc.
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Feeling embattled by constructive contention? The Chairman of Herman Miller, Inc., one of America's most admired companies, illuminates the subtle art of leadership.
Nada Korac‐Kakabadse, Alexander Kouzmin and Andrew Kakabadse
Spirituality is a long‐neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there…
Abstract
Spirituality is a long‐neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there are wider spiritualities that the organizational actor can draw upon and a burgeoning literature on personal meaning and transformative leadership. This paper reviews leadership praxis from the frames of wider spiritualities, links spirituality search with contemporary managerialist practices and surveys the breadth of, and commonalities within, varied philosophic positions with regard to the spiritual search.
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Joyce A. Mauro and Nicholas J. Mauro
Provides an explanation of Deming’s Theory of Profound Knowledge, which includes the four core values. Cites these as appreciation for a system, some knowledge of the theory of…
Abstract
Provides an explanation of Deming’s Theory of Profound Knowledge, which includes the four core values. Cites these as appreciation for a system, some knowledge of the theory of variation, a theory of knowledge and some knowledge of psychology. Defines leadership and the actions required to implement the Deming leadership method. Argues this implementation will clear most barriers which exist when starting any total quality management programme and will allow managers/supervisors to acquire enough knowledge to make the transformation from supervisory management to leadership excellence. States that only through applying the Deming principles first will any future improvement be successful.
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Cam Caldwell, Larry Floyd, Joseph Taylor and Bryan Woodard
The purpose of this paper is to define “beneficence” as a management concept that is the action associated with “benevolence” the intention. This paper explains how beneficence is…
Abstract
Purpose
The purpose of this paper is to define “beneficence” as a management concept that is the action associated with “benevolence” the intention. This paper explains how beneficence is a critical element for leaders in building trust. The authors identify how beneficence honors the ethical duties owed to followers and creates competitive advantage for organizations.
Design/methodology/approach
The approach of this paper is to present an extensive conceptual review of beneficence as it relates to leaders and managers and to suggest eight propositions identifying how beneficence can create competitive advantage.
Findings
The findings of this paper include eight propositions about beneficence as a source of competitive advantage.
Practical implications
The practical implications of this paper are for practitioners and scholars. This paper provides an opportunity for leaders to recognize the importance of translating good intentions into specific action in acting virtuously toward others. For scholars, this paper provides testable propositions for learning more about beneficence as a source of increased commitment, greater trust, and competitive advantage.
Originality/value
Although benevolence has been acknowledged to be a foundation of trustworthiness, benevolence is an attitude or intention. This paper explains the importance of beneficence as the action derived from benevolence as an attitude or intention to do that which benefits others.
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Peter A.C. Smith and John Peters
Discusses a “crisis in leadership” and sets out to address the reasons for the lack of leaders, caused largely by a lack of systematic leadership development. Proposes that a…
Abstract
Discusses a “crisis in leadership” and sets out to address the reasons for the lack of leaders, caused largely by a lack of systematic leadership development. Proposes that a derivation of action learning, entitled “leadership action‐driven learning”, or LADL, can be used to address leadership development. Sets out the framework of a development initiative using the LADL methodology. Concludes with recommendations for those charged with developing existing and future leaders.
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Gerald Cavanagh, Bradley Hanson, Kirk Hanson and Juan Hinojoso
Jerry feels good as he leaves his office for the day. He takes pride in being CEO of a Healthcare System that provides much-needed services to the urban poor often in difficult…
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Jerry feels good as he leaves his office for the day. He takes pride in being CEO of a Healthcare System that provides much-needed services to the urban poor often in difficult circumstances. He reflects that his career has been an interesting journey. He had started as an accountant with Price Waterhouse, but found the work and time pressures very heavy. Wanting to spend more time with his family, he moved to the a health care system and rose to Controller. There had been a period while Controller when he wondered whether he had made an error in making the change, given the financial turbulence his health care system experienced with the transition to managed care. He experienced no less stress than at Price Waterhouse as he assisted his new employer to manage a turnaround to eliminate waste and reposition the system within a solid financial model. But he emerged from the turnaround with a new sense of direction and drive. Subsequently, seven years ago Healthhelp chose him as its Chief Financial Officer and he’s been CEO for almost three years. Today he’s excited about the new marketing plan he just reviewed which promises to give Healthhelp a bigger share of the home care market.
Explains that servant‐leadership is a leadership term and philosophy which was originated by Robert K. Greenleaf, and which puts serving the greater needs of others as the primary…
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Explains that servant‐leadership is a leadership term and philosophy which was originated by Robert K. Greenleaf, and which puts serving the greater needs of others as the primary goal of leadership. In a ground‐breaking 1970 essay, entitled The Servant as Leader, Robert Greenleaf suggested how caring for our many institutions, and each other, can occur through the practice of servant‐leadership. In the 1980s and 1990s servant‐leadership has become a major focus and goal in leadership and management writings, and in organizational practice.