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The purpose of this paper is to critiques corporate public relations from the perspective of philosopher Alasdair MacIntyre.

It uses an essay format.

The essay is critical of proposed “communitarian-style” initiatives to take advantage of what are referred to by some public relations theorists as “consumer communities”.

The essay details a more appropriate ethical approach to public relations by corporations.

This is the most extensive application of MacIntyre's ideas to public relations.

The purpose of this paper is to propose a conscious leadership competency framework to be used in business training as well as in managerial study programs.

First, using literature review, the current state of knowledge in conscious leadership competency frameworks was examined. Subsequently, a framework analysis on a specific topical book was conducted to find competencies that determine a conscious leader. The output of this analysis was compared with a comprehensive leadership competency framework to propose a conscious leadership competency framework. This conscious leadership competency framework was then verified in interviews with conscious leaders.

Until now, a conscious leadership competency framework has not been proposed. Yet, there are competencies specific to conscious leaders that are not included in existing leadership competency frameworks. A new conscious leadership competency framework including possible ways of how to train and develop the conscious leadership competencies is suggested for future discussion.

Research limitations are discussed in this paper. More research in this area and further development of the conscious leadership competency framework are suggested.

The proposed conscious leadership competency framework can be further discussed and developed, therefore becoming an effective tool for companies as well as educational institutions.

More consciousness in leadership will help tackle many current societal challenges.

To the best of the authors’ knowledge, the proposed conscious leadership competency framework is the first of its kind.

Provides chief executives with 21 tools for success in the turbulent global business environment.

Illustrates the main points with the examples of such successful international leaders as Jack Welch, Steve Jobs, A. G. Lafley, Lakshmi Niwas Mittal, Jeff Bezos, Herb Kelleher and Tony Hsieh.

Emphasizes the importance of valuing people, adapting to change, encouraging innovation and training for the future.

Demonstrates how to overcome leadership challenges, including those from the increasing scope and pace of change and the growing internationalism of business.

Argues that successful chief executives are able to get the best out of their people and understand their customers, no matter what their background.

Helps leaders to overcome volatility, complexity and ambiguity and even turn them to their advantage.

While much research shows that abusive supervision reduces employee performance, the purpose of this study is to reverse the lens to question how and under what circumstances abusive supervision leads to enhanced employee performance. The authors argue that the linkages between abusive supervision and employee performance occurs via performance-promotion attributions and that employee levels of dispositional forgiveness alter the relationship between abusive supervision and employee interpretations of abuse, such that more forgiving individuals interpret abuse as more benign behavior designed to help them perform better (i.e. are performance promoting).

In a three-wave field survey of 318 employees matched with 89 supervisors, employees completed measures of dispositional forgiveness (Time 1) abusive supervision (Time 1), and performance-promotion attributions of abusive supervision's motives (Time 2). Supervisors rated the job performance of their employees (Time 3). Multilevel structural equation modeling was employed to test a multilevel moderated mediation model.

The findings indicate abusive supervision predicts diminished employee performance only when employees are low in dispositional forgiveness, explained by lowered performance-promotion attributions for abusive supervision.

This study is the first to explore the mechanism (i.e. attribution of abusive supervision's motives to be performance-promoting) and the condition (i.e. employee's high forgiveness) under which abusive supervision may be performance enhancing. It extends the research of abusive supervision on employees' constructive reactions, as well as the effect of dispositional forgiveness on how it reframes employees' attributions of workplace mistreatment.

Climate change is upon us, and the soft landing window has almost certainly closed given the current pace of response. But climate change is only one of the huge issues facing humanity – indeed, the planetary boundaries model (Rockström et al., 2009; Steffen et al., 2015) ranks biodiversity loss and biochemical flows even further along the path of irreversible planet-threatening change. In the face of powerful inertia, how can we at least shape the hard landing that seems inevitable, where civilization as we know it will likely collapse to support the rising of much better ones? The SDG Transformations Forum supports development of powerful T-systems as a purposeful transformation strategy with this goal. To do so, the Forum has developed a strategy drawing from leading knowledge about how transformation happens, and creating systems change communities that are applying and advancing the strategy in the experimental, adaptive manner focused on deep learning and radical action.

The article outlines the arguments by the proponents and opponents of maximizing shareholder value and identifies the true threat the concept poses to U.S. businesses.

The author quotes authorities on both side of the debate over the validity of maximizing shareholder value as a driving principle of management and points out the risks and the alternatives. He notes that many long-established public corporations in the U.S. have chosen to bow to the power of shareholders and reward them instead of attempting risky initiatives that might create new customers or enhance customer value.

Maximizing shareholder value is either the guiding principle of business success that provides a rightful reward for investors or a corrupting influence that thwarts investment in employee talent, sustaining innovation, product quality and customer loyalty.

Since the C-suite is hugely compensated for increases in the current stock price, decisions based on “shareholder value” tend to be decisions that boost the current stock price.

As evidence the problem is being recognized, some CEOs have already spoken out against preferentially rewarding stockholders instead of investing to sustain the organization.

The author concludes that shareholder value theory has not only failed on its own narrow terms of making money for shareholders. It has been steadily destroying the productive capacity and dynamism of the entire economy.

Decreasing revenues among local governments across the country have placed an increased focus on governmental financial practices. For states with local government financial oversight organizations, the ratios and other benchmarks used to assess fiscal stability face increased scrutiny. This study examines financial reports sent to North Carolina’s financial oversight body, the Local Government Commission (LGC), to determine the types of operational and policy practices that can lead to fiscal stress based on guidelines established by the LGC. Findings indicate that lowering levels of fund balance, increased salaries, increased debt service levels, and the presence of a countywide water system all increased the probability of a county government receiving notice of potential financing problems requiring immediate action.

The author adds six books to a cannon of books that together delineate the emerging practice and theory of radical management.

The author identifies the mismatch between modern business' need to achieve continuous innovation in product development and service delivery and traditional, hierarchical management.

The paradigm shift to radical management involves not merely the application of new technology or a simple set of fixes or adjustments to hierarchical bureaucracy. It means basic change in the way people think, talk and act in the workplace–including changes in attitudes, values, habits and beliefs.

This masterclass shows how the paradigm shift in leadership and management can generate dramatic reductions in cost, size, and time, and improvements in convenience, reliability and personalization, of products and services.

This masterclass defines the principles authors need to follow to successfully prescribe useful approaches and best practices for surviving and thriving the management revolution in the creative economy.

Man’s action at work is not a particular issue, nor does it separate him from his being or family life, but rather work helps man to develop and unifies each of his constitutive elements. Thus, the company must see man as a whole, as an end and not as a means, to achieve what the company must seek for society, that is, the common good, and, with it, the man’s objective good. This chapter aims to demonstrate a thorough, structured way of knowing, understanding and potentiating human faculties, virtues and passions in favor of a kind of leadership that focuses more on the human person. It is framed by business’s trend of social responsibility and its current impact. In this way, social responsibility takes on a different direction and inspires workers and companies’ real commitment to the good of society.