Education, Leadership and Business Ethics: New Essays on the Work of Clarence Walton includes a history and anecdotes of Clarence Walton's professional and personal life; a discussion of the controversial introduction of ethics into the field of management studies; contributions on a variety of subjects connected to leadership and business ethics from experts in the field; and critical essays reviewing Clarence's most recent work in social criticism. The book gives a history of the rise of the fields of business and society and business ethics, details the events leading to its acceptance in academic circles and gives personal accounts by Clarence Walton, one of the people most responsible for its creation. Intended target groups are students, former academic peers, and friends of Clarence Walton, as well as anyone interested in the history of business ethics or connected to Columbia University of America, or The American College.
Subsequent events implicitly imputed a kind of moral authority to the corporate
persona ficta, a persona, that is, that could be tried, in court for example, and
punished if guilty of crimes in accord with laws that were affected with a degree of
...
Volunteer organisations that fight corruption There are several non-governmental
organisations that combat corruption and commercial crime in their widest
senses. Business Against Crime (PAC) BAC was founded as a Section 2I
company in ...
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Tersedia di Perpustakaan Utama UIN Mahmud Yunus Batusangkar
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Leadership development is a planned effort that enhances the learner's capacity to lead people. Building on the success of the first edition, Linkage conducted a study of over 300 top organizations and their needs in organizational change and leadership development that identifies approaches to leadership development that have proven to be successful. The work offers practical "how-to" instructions developing leaders and engaging in leadership development. It provides current in-depth models, assessments, tools, and other instruments that can be used for immediate application within a variety of organizations.
Ludeman, K., 355 Lyons, L., 34 M MacGregor, D., xi Macy's, 277–296;
Accelerated Leadership Development Program (ALDP) at, 286–289; background
on, 278–279; Fast Start program at, 289–290; Foundations for Leadership
program at, ...
Leaders with more self-accurate ratings have been found to be more effective and more successful than those leaders with self-evaluations that are not aligned with others (Atwater & Yammarino, 1992; Bass & Yammarino, 1991). Several reports from the 1980's suggest that women underrate their own performance as leaders and managers (Parsons, Meece, Adler, & Kaczala, 1982; LaNoue & Curtis, 1985, Meehan & Overton, 1986 as cited in Van Velsor, Taylor, & Leslie, 1993; Beyer, 1990) despite the lack of specific data to substantiate these inferences. The conclusion that others likely draw from these repeated messages is that female leaders have poor self-awareness, and therefore are less effective. Strong inferential statements, such as those present in the literature today, may be contributing to ongoing negative stereotypical assumptions about female leaders' potential, and thus, may be contributing to the lack of female leaders advancing to executive business ranks, i.e., the 'glass ceiling'. Only one study that reported data from nearly two decades ago has refuted the suggestion that women underrate their leadership competencies (Van Velsor, Taylor & Leslie, 1993). This study examined contemporary data to test whether female leaders working in today's business environment under-rated their own performance as leaders. Ex Post Facto research using data from an existing, large database was used to investigate the relationships of female leaders' self-assessment and the assessments of other raters (including direct reports, peers, managers and others). The database was analyzed to test whether female leaders under-rated, over-rated, or were in-agreement with how others rated their leadership skills and behaviors using the High Impact Leadership Model(TM) (Linkage, 2003).
Rosener (1990) found that men tend to use reward and punishment as means to
influence performance. Women leaders, however, tend to use a more interactive
leadership style that encompasses sharing information and power.
The use of a cross-sectional survey research methodology facilitated the identification of perceptions among survey respondents. The decision to use this method related to the feasibility of this approach to the purpose of the study. Study participants were 30 medical physicians and 300 nurses as well as medical assistants for a total sample population of 330 individuals. Health care professionals in the study were employed in a public hospital in Coatepeque, Guatemala and from the Rosario Private Hospital in Coatepeque, Guatemala. Two Spanish version Leadership Practices Inventory surveys were used to collect data. The LPI was chosen because it profiled five distinctive characteristics of leadership.
Punishments are not always mentioned, but they are also well-understood and
formal systems of discipline are usually in place. The early stage of Transactional
Leadership is in negotiating the contract whereby the subordinate is given a
salary ... When things go wrong, then the subordinate is considered to be
personally at fault, and is punished for their failure (just as they are rewarded for
succeeding).
