John L. Ward and Ashley E. Luse
After decades of continuity, Luse Holdings faced a new challenge in 2015. The company needed to pivot in a changing industry context—specifically, Luse had lost a bid to a…
Abstract
After decades of continuity, Luse Holdings faced a new challenge in 2015. The company needed to pivot in a changing industry context—specifically, Luse had lost a bid to a non-union competitor for the first time—and CEO and fourth-generation member Steve Luse was considering three primary options: (1) continue as is, while also adding non-union services; (2) sell part of the business to reduce family risk; or (3) sell the entire business to fund other family interests. A fourth possible option was a maximization-of-growth alternative.
This decision involved more than business considerations alone. The family's legacy as an industry champion and community philanthropist also required considering all relevant stakeholders, including immediate and extended family, employees, and community. Complicating the situation was the lack of an immediately identifiable successor in the next generation of the Luse family, though several fifth-generation members had completed internships with the business including Steve's daughter Ashley, a recent MBA graduate. Students will step into Steve's shoes as he considers what recommendations to make to the advisory board six months from now. Students can also take the perspective of Ashley, a rising next-generation member: should she join the family business?
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The purpose of this paper is to offer an account of the role of user‐led organisations in a radically different approach to delivering local authority adult social care management…
Abstract
Purpose
The purpose of this paper is to offer an account of the role of user‐led organisations in a radically different approach to delivering local authority adult social care management functions.
Design/methodology/approach
Drawing on the evaluation of a two‐year project funded by the Office for Disability Issues as part of the Independent Living Strategy, this paper highlights some of the key learning points from this project.
Findings
The central finding is that user‐led organisations are capable of delivering this radically different way of working with quality (and possibly cost) gains. However, there are potentially significant barriers to overcome in order to achieve this.
Originality/value
The Government is exploring a greater role for the voluntary and community sector including user‐led organisations. It is widely acknowledged that “peer” support activity should play a key part in delivering the “personalisation agenda”. This paper highlights the fact that delivering this will require leadership, partnership and trust. A strategic vision is needed – but so is an eye for detail on operational delivery issues.
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Because of the special “State of the States” issue of Library Hi Tech and other circumstances beyond my control, the four quarterly “Comp Lit” compilations for 1996 appear here in…
Abstract
Because of the special “State of the States” issue of Library Hi Tech and other circumstances beyond my control, the four quarterly “Comp Lit” compilations for 1996 appear here in a single and possibly peculiar chunk. A lot changes in a year of personal computing, but on reflection it seemed useful to include the citations and comments as I originally wrote them.
The purpose of this study is to demonstrate how employee commitment and identification affect the intra-group conflicts and to demonstrate the moderator role of some dimensions of…
Abstract
Purpose
The purpose of this study is to demonstrate how employee commitment and identification affect the intra-group conflicts and to demonstrate the moderator role of some dimensions of core self-evaluation (CSE) on the relationship between commitment and conflict. Exploring relationships can provide a better understanding of the nature of intra-group conflicts and the development of prevention and conflict management strategies.
Design/methodology/approach
This study uses case studies to illustrate the factors that amplify and weaken conflicts. Case studies describe conflicts within a single multinational company.
Findings
According to the results, the high levels of affective commitment and the degree of group identification reduce the relationship conflict, and the impact of affective commitment on the relationship conflict is moderated by the degree of self-esteem. The high levels of normative commitment and the degree of organizational identification reduce the process conflict, and the impact of normative commitment on process conflict is moderated by the degree of self-control. The high levels of professional commitment and the degree of occupational identification reduce the task conflict and that the impact of professional commitment on the task conflict is moderated by the degree of self-efficacy.
Research limitations/implications
The results should also be confirmed by research using a quantitative method.
Practical implications
Managers need to increase employees’ commitment in a targeted way to increase their performance and to prevent conflicts. An important lesson for recruitment professionals is that in jobs where conflict prevention is particularly important, CSE levels that determine personality traits should also be tested.
Originality/value
The degree of commitment and identification also largely depends on organizational circumstances and the support of the manager. The factors brought into play by the employees, including the personality of the staff involved in the conflict, also play a role in conflicts. While these do not trigger it, some personality variables influence the outcome of conflicts. The study demonstrates that targeted enhancement of employee commitment and identification can address intra-group conflicts and that CSE is able to prevent certain types of intra-group conflicts through its moderating effect.
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Val Williams, Sue Porter and Steve Strong
The aim of this paper is to present a critical analysis of the current issues about support planning within personal budgets (PBs) for disabled and older people.
Abstract
Purpose
The aim of this paper is to present a critical analysis of the current issues about support planning within personal budgets (PBs) for disabled and older people.
Design/methodology/approach
The paper is based on data from a round of professional workshops in five local authorities, which represented the first stage of a research study about support planning. Focus group discussions were held with participants from voluntary sector organisations (VSOs), as well as social services participants, and the paper is based on a thematic analysis of those discussions.
Findings
While there was considerable agreement about the desired outcomes for personal budget users, and the ingredients of good support planning, some major concerns were voiced about current constraints. Budgetary cuts were felt to impinge negatively on support planning, and conflicts were identified for social services between the facilitation of PB users’ choices, and the need to keep budgets limited. Support planning was often being re‐colonised by social services, and VSOs felt that their own role was being curtailed. Some suggestions were made about equalising the power relationships between social services, VSOs and PB users themselves.
Originality/value
These workshops represent five local authority areas which volunteered to take part in research, building on existing good practices in support for PB users. The obstacles they identified are likely to be very general ones, and need to be addressed by strategic solutions at national and local level.
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UNITED STATES: Haley's departure may help Democrats
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DOI: 10.1108/OXAN-ES285690
ISSN: 2633-304X
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Amy M. C. Brown, Matthew Sowcik, Nicole L. P. Stedman and James C. Bunch
This study was the first to examine two related constructs within the context of leadership. Stoicism is an ancient philosophy offering practical advice for a virtuous and…
Abstract
This study was the first to examine two related constructs within the context of leadership. Stoicism is an ancient philosophy offering practical advice for a virtuous and eudaemonic life. As a method to examine one’s emotional experiences (Sellars, 2006), leaders such as Roman Emperor Marcus Aurelius and Teddy Roosevelt (Aurelius, ca. 160 A.D., 2002) practiced Stoicism, yet mentions of it within the field of leadership research have been scant. Leadership academics contrast desirable emotional intelligence behaviors with Stoicism (Grewal & Salovey, 2005; Mayer et al., 2008). Regardless, these two constructs are both concerned with effectively managing emotions, practicing self-awareness, high levels of motivation, and sensitivity to the expression of emotion in others (Goleman, 2005; Pigliucci, 2017; Salzgeber, 2019)
Undergraduate students in a leadership minor (_N_ = 445) at a public university completed the Emotional and Social Competency Inventory - University and the Liverpool Stoicism Scale. Analysis included a description of assessment results, an examination or the relationship between variables and differences in participant’s scores based on race, gender, and age. Stoicism and emotional self-awareness showed a moderate, statistically significant negative correlation (_r_ = - 0.391, _p_ = .05). A low, statistically significant negative relationship was reported between stoicism and the relationship management competency of teamwork (p = .003, r = -.018), and a low statistically significant positive relationship between self-management competencies, adaptability (p = .043, r = .189) and emotional self-control (p = .039, r = .192). Student’s Stoicism scores were significantly correlated with gender (_t_(113) = 2.479; _p_ = .015, _d_ = .564)
The research findings provided baseline statistics for continued exploration of Stoicism within the context of leadership. Future research that better aligns with the original doctrines of the philosophy is recommended, particularly in the interest of leadership development.