{"title":"“I See You!” – The Zulu Insight to Caring Leadership","authors":"Cam Caldwell, Sylivia Atwijuka","doi":"10.22543/0733.111.1211","DOIUrl":"https://doi.org/10.22543/0733.111.1211","url":null,"abstract":"Although the role of leaders in building relationships with team members has been well-established as a foundation for improved performance (Beer, 2009), the complex challenges in directing the modern organization in a highly competitive global marketplace often mean that leaders of organizations are more focused on tasks rather than people. Nonetheless, a growing body of research about the importance of leadermember relationships confirms that leaders who demonstrate a caring commitment to the welfare of organization members also create organizations that are more profitable, more innovative, and more effective at meeting customer needs (Cameron, 2003; Kouzes & Posner, 2012). Introduction Insights from the Zulu, a Bantu ethnic group in South Africa, and that group’s common greeting of Sawubona, provide powerful evidence of the importance of the leader’s role in acknowledging, validating, and truly understanding colleagues and followers as they create organizations committed to shared goals. The purpose of this paper is to explain the nuances of that Zulu greeting and to equate that term to the ways in which today’s leaders can better establish their own relationships with the employees whom they lead and serve. We begin by explaining the precise meaning of Sawubona in the Zulu language and identify four important elements of the phrase that are communicated. We then examine each of those four elements as part of the leader-follower relationship and present eight propositions about the application of those elements and their positive impacts on today’s highly competitive organizations. We conclude the paper with a summary of the practical applications of this paper for today’s leaders and a charge to leaders to incorporate the spirit of Sawubona as they strive to create stronger relationships and more successful organizations. Meaning of Sawubona The African greeting, “I see you,” is common to several cultures and reflects the importance of acknowledging others and seeing value in the present moment (Bishop, n. d.). The term Sawubona encompasses far more than the casual greeting of “Hello,” which is sometimes","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124346103","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":"Responsible Leadership and Sustainable Development in Post-Independent Africa: A Kenyan Experience","authors":"D. N. Kagema","doi":"10.22543/0733.111.1207","DOIUrl":"https://doi.org/10.22543/0733.111.1207","url":null,"abstract":"The political independence in Africa was welcomed with joy and a heap of expectations, as Africans believed that the new African governments would bring sustainable development after years of subjugation, exploitation, and oppression. Unfortunately, this has not been the case. Today, many years after the attainment of political independence, many African nations largely remain underdeveloped, burdened with poverty, diseases, poor communication networks, illiteracy, tribal animosity, economic challenges, and injustices, ― all of which affect every aspect of African life. This study, which involved 160 respondents purposely selected from the 47 counties in Kenya, aimed to investigate why Africa continues to lag behind in development despite autonomous rule. The study found that although Africa is endowed with numerous resources, it suffers from the lack of responsible leaders, particularly political leaders. Leaders in Africa are available in abundance but very few are concerned with the welfare of the people they lead. The majority of the leaders are keen to retain power and acquire wealth at the expense of the constituents they represent. This has created a very horrendous situation in Africa as people struggle to access poorly-managed resources. No sustainable development can be attained in a situation where leaders are not responsible to those who they lead. For it is only the installation of competent, empathetic, equitable, and forward-thinking leaders that will successfully guide the sustainable development of emerging African economies. African leaders must realize that they are stewards of the geopolitical environments they were elected to serve and must be fully accountable for their actions. Responsible leadership and sustainable development are closely interwoven. Recommendations are interjected regarding how to develop our leaders for responsible leadership if any meaningful development is to be genuinely achieved in Africa.","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130182900","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":"Servant Leadership and Its Impact on Ethical Climate","authors":"Regan K. Dodd, Rebecca M. Achen, A. Lumpkin","doi":"10.22543/0733.111.1209","DOIUrl":"https://doi.org/10.22543/0733.111.1209","url":null,"abstract":"Many leaders in intercollegiate athletics are under attack due to an overemphasis on winning and revenue generation. In response, some have recommended a transition to a servant leadership approach because of its focus on the well-being of followers and ethical behaviors (Burton & Welty Peachey, 2013; Welty Peachey, Zhou, Damon, & Burton, 2015). The purpose of this study was to examine athletic directors’ potential demonstration of servant leadership and possible contribution to an ethical climate in NCAA Division III institutions. Participants were 326 athletic staff members from NCAA Division III institutions. Results indicated athletic staff members believed athletic directors displayed characteristics of servant leadership. Athletic department employees perceived athletic directors exhibited servant leadership characteristics of accountability, standing back, stewardship, authenticity, humility, and empowerment most often. Staff members who perceived athletic directors displayed servant leadership characteristics were more likely to report working in an ethical climate. If athletic directors choose to model the characteristics of servantleaders, they could promote more fully the NCAA Division III philosophy of prioritizing the well-being of others, being a positive role model for employees, and fostering ethical work climates within their athletic departments. Examining Athletic Directors’ Demonstration of Servant Leadership and its Contribution to Ethical Climate in NCAA Division III Institutions Athletic directors who lead intercollegiate athletic programs directly influence the lives of hundreds of employees and thousands of student-athletes. Possibly nowhere has this been more impactful than in the 450 institutions holding membership in Division III of the National Collegiate Athletic Association (NCAA). NCAA Division III is unique with studentathletes comprising an average of 19% of undergraduate student bodies and reaching as high as 50% (Sagas & Wigley, 2014). In alignment with NCAA Division III philosophy, athletic directors should prioritize student-athletes’ academic programs and view athletic participation as integral to students’ overall college experiences (National Collegiate Athletic Association, 2016). Servant leadership, a leadership philosophy focusing on putting the needs of followers first with an emphasis on integrity, stewardship, and strong moral values, aligns well with the NCAA Division III philosophy. This philosophy states, “Colleges and universities in Division III place the highest priority on the overall academic quality of the","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127026181","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":"Leadership and the ATHE","authors":"S. Secore","doi":"10.22543/0733.111.1204","DOIUrl":"https://doi.org/10.22543/0733.111.1204","url":null,"abstract":"1 In today’s increasingly globalized, competitive, and fiscally-afflicted, higher-education environment, academic leaders are regularly expected to serve as both “visionaries” and “managers” adept in all forms of political, economic, and social engagement. Likewise, performing arts leaders share a similar fate, as they need to be versatile tacticians skilled equally in both business and art. Given these realities, for higher education performing arts programs, the challenges are greater. These programs — and their parent institutions — require leadership and leaders capable of handling both immediate complexity and longterm transformation. As such, leadership development critical to this mission is a priority. This article explores the intricacies of higher education and the performing arts, and discusses the correlative characteristics of leadership, management, mentoring, coaching, and networking. Additionally, it provides in-depth description and critical analysis of the Association for Theatre in Higher Education Leadership Institute — as the institute is a unique leadership initiative specifically designed to address this enigmatic niche subset of higher education. Effectual leadership is an essential element in any organization. It is the element that organizations rely on to translate goals and objectives into accomplishments (Rowley & Sherman, 2003; Simon, 1976). Equally as important is the need to develop leaders surefooted in handling the complex challenges and problems often associated with great responsibility. Further still, developing leaders must also be cognizant of the human factor inherent in organizational structures, as this often requires them to deliver otherwise seamless fluidity in their treatment of socialized activities. Therefore, the successful development of effective leadership is critical for both performance and accomplishment. This is not just true of commercial organizations, but also of academic agencies (Bensimon & Neumann, 1992; Braun, Nazlic, Weisweiler, Pawlowska, Peus, & Frey, 2009; Rowley & Sherman, 2003). Arsenault (2007) states, “Universities are definitely not immune to this need for effective leadership as they face similar challenges as any other organizations” (p. 14). In these settings, academic leaders must conjointly serve as both a “visionary” and a “manager” adept in all forms of political, economic, and social engagement. Comparably, 1 This article has been co-published in partnership with the Journal of Performing Arts Leadership in Higher Education and Christopher Newport University.","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128723719","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":"Values-Based Leadership","authors":"M. S. Rao","doi":"10.22543/0733.102.1185","DOIUrl":"https://doi.org/10.22543/0733.102.1185","url":null,"abstract":"It is imperative to underscore the urgent need for values-based leadership worldwide – in our governments, academic institutions, and businesses. The lack thereof explains the collapse of global companies such as Enron, Tyco, Lehman Brothers, WorldCom, and Global Crossing due to unethical practices. This clarion call to inject principled decision-making in all forms of life and work is demarcated by inspiring examples of ethical leaders including Mahatma Gandhi, Martin Luther King, Jr., and Mother Teresa. It places emphasis more on the “means” of attainment rather than on “ends” to excel as ethical leaders. It outlines the characteristics of values-based leaders and justifies the relevance of values-based leadership in today’s world. It concludes with the postulate that creating a better legacy for future generations is predicated upon living one’s values and principles. Introduction “I am not interested in power for power's sake, but I'm interested in power that is moral, that is right and that is good.” — Martin Luther King, Jr. Although the righteous man falls ten times, he rises again repeatedly whereas the wicked man never falls twice. God extends a hand number of times to the righteous man who has values and morals to rise again. However, God never extends another opportunity to the wicked man because he doesn’t deserve it. With the fall of several business empires globally, people began doubting the credibility of business leaders. People go to the extent of blaming the business schools that created such leaders. Where does the problem lie? Are the individuals or institutions to be made accountable for the failure of business empires? If so, the engineering institutions that produce incompetent engineers and the medical institutions that produce unethical doctors are to be blamed. In fact, it is not the institution that should be blamed, but the individuals for the current business mess. The dearth of leadership values and morals among the business leaders is responsible for the current business scandals. In this editorial, I will discuss the values-based leadership which is so urgently needed in this 21st century. What is Values-Based Leadership? “A business that makes nothing but money is a poor kind of business.” ― Henry Ford Values-based leadership highlights what is right and what is wrong not who is right and who is wrong. Its emphasis is on means, not ends. For instance, Mahatma Gandhi led India’s freedom struggle through non-violence. Martin Luther King, Jr. fought for racial by leading the Civil Rights movement through non-violence. He is still revered worldwide. Nelson Mandela fought against Apartheid in South Africa. Leaders who divide countries based on religion, language, ethnicity, and geography are never appreciated in history. However, the people who fought for equality and human dignity will be revered and respected in perpetuity. “Truth alone triumphs at the end” is the hallmark of values-based leadership. It is one’s val","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122300348","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":"Beyond Bathsheba: Managing Ethical Climates Through Pragmatic Ethics","authors":"Joseph E. Long","doi":"10.22543/0733.102.1194","DOIUrl":"https://doi.org/10.22543/0733.102.1194","url":null,"abstract":"This paper explores the puzzling nature of leader behavior in order to understand the conditions that encourage unethical decision-making. Building on the extant literature of pragmatic ethics, I explore how leaders can increase the quality of ethical decision-making within their organizations by understanding the incentives of rational choice. I have developed a rational choice-based ethical decision-making model to understand the incentives behind ethical leader behavior and find that ethical behavior is likely to be rational as long as audience costs remain higher than the savings benefits incurred by unethical behavior. I conclude with analysis of how the ethical rational model compares to other prominent theories that explain unethical leader behavior and propose that the probable outcomes derived from my model better explain bad leader behavior than competing control-oriented models. The results of this inquiry underscore the transactional and practical characteristics of leadership as a tool to help leaders manage their ethical climates, improve business practices and management policies, understand the nature of individual incentives, and capture transactional components of leader behavior. Introduction Ethical literature provides broad considerations for guiding individual and social interaction and enhancing the general welfare of society. However, despite the maturity of the scholarly ethical discipline, stories of leaders who exhibit unethical behavior are legion. Such leaders exhibit such poor behavior for seemingly no logical reason; as prominent business, government, and military leaders, they are all highly intelligent, well educated, economically well off, and professionally accepted at the highest levels. These leaders appear to have everything going for them, yet risk ethical misbehavior for relatively modest gains. This observation presents an interesting puzzle: why do seemingly advantaged leaders engage in poor ethical behavior when they already have such an advantage over others? Moreover, what can leaders do to avoid such behavior? In answering this puzzle, several explanations come to mind. Theories involving issues of greed, competition, relative power differences at top echelons of responsibility, and mental illness could offer simple explanations for potentially complicated behavior. However, scholars offer other explanations that are more helpful but that remain altogether unsatisfying. Park, Westphal, and Stern (2011) find that flattering comments from subordinates to CEOs are causal in producing leader overconfidence and biased decisionmaking (Park, Westphal, & Stern, 2011). Park et al. find that high social status in leaders exposes them to increasing levels of flattering comments and behavior (p. 261) which JOSEPH E. LONG CHARLESTON, WEST VIRGINIA, US inflates a leader’s sense of effective personal judgment and decreases a leader’s ability to recognize poor performance or challenge ineffective strategies (p. 267).","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131502479","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":"A “Message to Garcia” and Modern Leadership","authors":"Tiffany Danko","doi":"10.22543/0733.102.1184","DOIUrl":"https://doi.org/10.22543/0733.102.1184","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115773725","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":"An Examination of Demographics, Personal Values, and Philosophical Orientations of College Students from Multiple University Campuses","authors":"Mary Kovach","doi":"10.22543/0733.102.1189","DOIUrl":"https://doi.org/10.22543/0733.102.1189","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129102098","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":"When Leadership Leads to Loathing: The Effect of Culturally (In)Congruent Leadership on Employee Contempt and Voluntary Work Behaviors","authors":"B. Sund, Rune Lines","doi":"10.22543/0733.102.1191","DOIUrl":"https://doi.org/10.22543/0733.102.1191","url":null,"abstract":"This article suggests that contempt ― a proclivity towards loathing others ― as an emotional response, can arise as a consequence of culturally incongruent leadership, i.e. leader behaviors and actions that do not comply with follower-held, culturally derived expectations and values. Outcomes of contempt were also studied by hypothesizing that contempt, when experienced in response to a situation of culturally incongruent leadership, can cause followers to reduce their display of organizational citizenship behaviors (OCB) while engaging in deviant behaviors. The model was tested in a sample of 348 follower-level employees using structural equation modeling. Empirical results largely support theoretical hypotheses. Culturally congruent leadership was negatively related to contempt, while contempt was positively related to deviant behaviors and negatively related to OCB. The results contribute to the understudied field of contempt research, and suggest that leaders faced with cultural diversity may be well advised to adapt their behaviors to the local cultural values to stimulate follower OCB rather than deviance. Introduction Emotions are everywhere in organizations – in leader-follower relationships, in teams, and between colleagues (Barsade & Gibson, 2007). Over the past 20 years, organizational scholars have increasingly recognized the importance of understanding how emotions affect organizational behaviors (Ashkanasy et al., 2017). Positive emotions ― such as joy and gratitude ― are generally viewed as having positive effects on performance at both individual, group, and organizational levels, while negative emotions ― such as anger, fear and shame ― are largely associated with negative behaviors (Barsade & Gilson, 2007). Thus, understanding and managing the events where emotions may arise is relevant to effective organizational functioning. This article focuses on one such event ― culturally congruent leadership (CCL). Research that views leadership through the lens of culture has resulted in detailed knowledge about the characteristics of leadership styles in different countries (e.g., Hofstede, 1980). The underlying logic of this research stream is that leading in accordance with important follower-held and culturally derived values is effective, and this is what we refer to as CCL. An example: On the basis of cultural idiosyncrasies, the typical leadership style in Germany is quite different from the typical leadership style in Italy. If a German leader wants to be effective in Italy, he/she will likely have to adapt behaviors and actions to the local expectations to leaders, thus displaying culturally congruent leadership. This view on leadership suggests an adjustment from the one-size-fits-all, universal solutions that have BERIT SUND, PHD BERGEN, NORWAY DR. OECON. RUNE LINES BERGEN, NORWAY dominated the leadership literature (e.g., R. House, Javidan, Hanges, & Dorfman, 2002; Javidan, Dorfman, de Luque, & House, 2006). The CCL literatur","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"107 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132963817","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}
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号
