LRN: Types of Leadership (Topic)最新文献

{"title":"A New Model of Integrity: An Actionable Pathway to Trust, Productivity and Value (PDF File of Keynote Slides)","authors":"W. Erhard, M. C. Jensen, Steve Zaffron","doi":"10.2139/SSRN.932255","DOIUrl":"https://doi.org/10.2139/SSRN.932255","url":null,"abstract":"Note: SSRN is experimenting with enabling the distribution of different types of files: slides, spreadsheets, video, etc. We are interested in our users desires to distribute files that go beyond word processing text files. You can communicate with Michael Jensen on these issues via his email address below. SSRN invites you to submit your own presentation slides. We present a positive model of integrity that, as we distinguish and define integrity, provides powerful access to increased performance for individuals, groups, organizations, and societies. Our model reveals the causal link between integrity and increased performance, quality of life, and value-creation for all entities, and provides access to that causal link. Integrity is thus a factor of production as important as knowledge and technology, yet its major role in productivity and performance has been largely hidden or unnoticed, or even ignored by economists and others. The philosophical discourse, and common usage as reflected in dictionary definitions, leave an overlap and confusion among the four phenomena of integrity, morality, ethics, and legality. This overlap and confusion confound the four phenomena so that the efficacy and potential power of each is seriously diminished. In this new model, we distinguish all four phenomena - integrity, morality, ethics, and legality - as existing within two separate realms. Integrity exists in a positive realm devoid of normative content. Integrity is thus not about good or bad, or right or wrong, or what should or should not be. Morality, ethics and legality exist in a normative realm of virtues (that is, they are about good and bad, right and wrong, or what should or should not be). Furthermore, within their respective realms, each of the four phenomena is distinguished as belonging to a distinct and separate domain, and the definition of each as a term is made clear, unambiguous, and non-overlapping. We distinguish the domain of integrity as the objective state or condition of an object, system, person, group, or organizational entity, and, consistent with the first two of the three definitions in Webster's dictionary, define integrity as a state or condition of being whole, complete, unbroken, unimpaired, sound, perfect condition. We assert that integrity (the condition of being whole and complete) is a necessary condition for workability, and that the resultant level of workability determines the available opportunity for performance. Hence, the way we treat integrity in our model provides an unambiguous and actionable access to the opportunity for superior performance, no matter how one defines performance. For an individual we distinguish integrity as a matter of that person's word being whole and complete. For a group or organizational entity we define integrity as that group' or organization's word being whole and complete. A group's or organization's word consists of what is said between the people in that group or organization, an","PeriodicalId":200882,"journal":{"name":"LRN: Types of Leadership (Topic)","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127179360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Vipassana Meditation as an Enabler of Values Based & Servant Leadership Development","authors":"Robert Hardwicke Freese","doi":"10.2139/ssrn.1313565","DOIUrl":"https://doi.org/10.2139/ssrn.1313565","url":null,"abstract":"Much of the current practice in developing leaders is limited in the extent to which deep personal renewal which is sustainable can be affected. Two enduring approaches to leadership development include values based leadership and servant leadership; both of which are comprised of certain timeless qualities which lend themselves to more in-depth, transformational development experiences. Vipassana meditation is a technique which has been found to provide those willing to make the effort with just such an opportunity to transform themselves and become more effective as values based/servant leaders. This document describes the philosophy and practice of both of values based and servant leadership development. It goes on to explain the background of Vipassana meditation and the experience of attending a 10-day residential course. Finally the benefits of practicing Vipassana are linked to the essential qualities of the two leadership development frameworks, in order to describe the potential impact of their combination.","PeriodicalId":200882,"journal":{"name":"LRN: Types of Leadership (Topic)","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123789614","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}