Journal of Values-Based Leadership最新文献_第7页

Transformative Leadership and the Unapologetic Leader 变革型领导和不道歉型领导

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1270

J. Chapman

引用次数: 1

Rebuilding of the Temple and Renewal of Hope: Leadership Lessons from Zerubbabel, Ezra, and Nehemiah 重建圣殿与更新盼望:所罗巴伯、以斯拉和尼希米的领导经验

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1271

Hershey H. Friedman, Paul J. Herskovitz

{"title":"Rebuilding of the Temple and Renewal of Hope: Leadership Lessons from Zerubbabel, Ezra, and Nehemiah","authors":"Hershey H. Friedman, Paul J. Herskovitz","doi":"10.22543/0733.122.1271","DOIUrl":"https://doi.org/10.22543/0733.122.1271","url":null,"abstract":"The past three decades have been witness to a nascent but compelling body of literature on lessons in leadership for business derived from biblical narratives. The aim of this paper is to advance that effort. Specifically, this study considers the leadership of Zerubbabel, the governor of Judah who built the Second Temple on the ruins of the First, and that of Ezra and Nehemiah, who instituted reforms -religious, financial, and agrarian. When Zerubbabel arrived in Judah from Babylon, the walls of Jerusalem were breached and the land was filled with people hostile to the construction of the Temple. This paper discusses mistakes made by Zerubbabel as a leader, how Ezra and Nehemiah rectified these errors, and demonstrates what leaders of today can learn from the issues pertaining to the Second Temple period. Introduction The past three decades have been witness to a nascent but compelling body of literature on lessons in leadership for business derived from biblical narratives. The aim of this paper is to advance that effort. The concepts of servant leadership (Greenleaf, 1991), covenantal leadership (Pava, 2003), and spiritual leadership (Fry, 2003) all have their roots in the biblical tradition. Robert K. Greenleaf (1991) first introduced the concept of servant leadership in 1970. Lynch and Friedman (2013) use the Bible to demonstrate that adding a spiritual component –encouraging personal growth and incorporating social justice themes into the work environment− to the concept of servant leadership makes it more complete as a leadership theory. Scholars have examined the lives of biblical figures such as Abraham, Joseph, and Moses in order to extract important leadership lessons (e.g., Baron & Padwa, 1999; Birnbaum & Herskovitz, 2009; Feiler, 2004; Feiler, 2010; Fischer & Friedman, 2017; Friedman & Hertz, 2016; Friedman & Langbert, 2000; Herskovitz & Klein, 1999, 2000; Laufer, 2006; Maxwell, 2002; Morris, 2006; Wildavsky, 1984; Woolfe, 2002). The United States and many other nations are facing a serious crisis of leadership (Annan, 2016; Pearse, 2018; Shahid, 2014; Veldsman, 2016; World Economic Forum, 2014). The HERSHEY H. FRIEDMAN BROOKLYN COLLEGECUNY, NEW YORK PAUL J. HERSKOVITZ COLLEGE OF STATEN ISLAND-CUNY, NEW YORK","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132662629","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}

引用次数: 1

Like Father, like Son: Modelling Masculinity for the Ethical Leadership of President Theodore Roosevelt 有其父必有其子:为西奥多·罗斯福总统的道德领导塑造男子气概

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1272

E. Summerfield

引用次数: 0

Implementing the Leader Development That Counts 实施重要的领导者发展

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1269

Ryan J. Orsini

{"title":"Implementing the Leader Development That Counts","authors":"Ryan J. Orsini","doi":"10.22543/0733.122.1269","DOIUrl":"https://doi.org/10.22543/0733.122.1269","url":null,"abstract":"Effective leader development is too often the first casualty of high demands placed on leaders, from corporate America to the U.S. military. These entities’ leader development programs and workforce feedback reveals insufficient strategies and competing priorities. Organizations succumbing to these obstacles unknowingly find themselves trapped in adverse cycles of leadership development, perpetuating undernourished talent and mediocre performance. This problem will not fix itself. Organizations must refocus efforts to understand and implement a leader driven, interpersonally focused, and culturally ingrained brand of leader development to maximize available talent and craft their envisioned organization. Introduction: The Team’s First Casualty Is Usually Leader Development Competing demands on organizational leaders are absolutely destructive to talent development. These demands overload and derail even our best over time. The disruptive effect is similar to the freefall experience of U.S. military airborne operations. Upon exiting the aircraft traveling at 130 knots, the jumper freefalls six seconds as the main parachute deploys. In this turbulent stage there is complete sensory overload. The only appropriate action is inherently individual and short sighted—to keep a tight body position until the shock passes. Similarly, today’s leaders are consumed with day-to-day operations, reports, mergers, and reviews. Just like the jumper, leaders must prioritize the immediate, and not the surrounding talent. As the parachute fills with air, now seconds from impact, the jumper can at last gain awareness of the sky and ground. Overwhelmed with priorities, leader and jumper alike are likely to find themselves in unexpected or unwanted territory, drifting toward hazards. At this point, it is too late for major course correction. The team’s underdeveloped leaders cannot adequately deliver in these conditions. Still short on fully actualized talent and long on competing tasks, leaders trapped in this adverse cycle must again reassume a tight body position. Effective leader development is the casualty once more. It is in this moment leaders realize their team is not making the leaders they want and need for their organization. Defining the Problem: The Adverse Leader Development Cycle Leadership development is lacking in both the military and civilian sectors. The Center of Army Leadership Annual Survey of Army Leadership (CASAL) examined the quality of leader RYAN ORSINI U.S. ARMY INFANTRY OFFICER","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116680770","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}

引用次数: 1

A Tribute to Richard G. Lugar 向理查德·g·卢格致敬

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1277

Elizabeth F. R. Gingerich

引用次数: 0

Leadership Behaviour and Worker Performance in the Nigerian Construction Industry 尼日利亚建筑行业的领导行为和工人绩效

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1264

A. K. Oyetunji, J. Adebiyi, N. Olatunde

引用次数: 9

Many Layers of Values-Based Leadership 基于价值观的多层次领导

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1283

Joseph P. Hester

引用次数: 0

Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations 健康指导案例报告:优化组织中的员工健康和福祉

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1266

Nbc-Hwc Shannon Yocum M.A., Abihm Nbc-Hwc Karen Lawson Md

{"title":"Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations","authors":"Nbc-Hwc Shannon Yocum M.A., Abihm Nbc-Hwc Karen Lawson Md","doi":"10.22543/0733.122.1266","DOIUrl":"https://doi.org/10.22543/0733.122.1266","url":null,"abstract":"Health and wellbeing of employees has a direct correlation to organizational performance. It is essential that organizations and successful leaders prioritize the health and wellbeing of all employees – from the C-suite to entry level positions. As rates of stress, chronic illness, and unhealthy lifestyle choices continue to increase, it is imperative that organizations discover strategies that cultivate employee wellbeing. Employees with high wellbeing are more engaged, productive, and energized and directly affect a company’s bottom line; it is in the best interest of employers to invest in human capital and wellbeing of employees. Health and wellness coaching demonstrates encouraging potential as a catalyst to optimize employee wellbeing. Rooted in science-based research with the foundation in relationships, communication, and connection, health coaches partner with employees as they build selfawareness around a holistic view of health. As employees increase self-awareness, they recognize the importance of managing stress and self-care, connect to their vision and values, take active steps towards change, and address barriers and obstacles. With these strategies, individuals build resilience as they gain energy, empowerment, and work towards positive growth. This paper outlines the challenges that leaders and employees are facing, describes health and wellness coaching, and provides a group coaching case study example that demonstrates how health and wellness coaching can foster employee wellbeing. This case study is important as it supports evidence that health coaching shows promise as a strategy to optimize employee health and wellbeing. Introduction Our lives have been drastically altered over the last two decades. The rapid speed and advancement of technology has changed the nature of work. Work demands have encroached upon personal time resulting in the challenge to maintain a work-life balance. Lifestyle choices Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations are becoming increasingly difficult to manage. Additionally, the political landscape and world events have conditioned us to live in a hypervigilant state. All of this is creating a cultural and societal shift, the likes of which has not been witnessed before and it is deeply affecting the health and wellbeing of employees as well as the holistic bottom line of organizations. Alarming statistics are making headlines. Life expectancy for Americans has dropped for the third consecutive year in a row, a dismal trend (Murphy, Xu, Kochanek, & Arias, 2018). According to a recent Gallup poll, Americans are the among the most stressed-out people in the world. About 55% of adults experienced stress “a lot of the day” prior, compared to 35% of citizens globally (Ray, 2019). According to Dr. Anderson, CEO of the American Psychological Association, 75% of healthcare costs are related to chronic illness – and the key driver is stress (Martin, 2012). Unheal","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133547069","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}

引用次数: 4

Coexisting Values in Healthcare and the Leadership Practices That Were Found to Inspire Followership Among Healthcare Practitioners 医疗保健中共存的价值观和领导实践被发现可以激发医疗保健从业人员的追随性

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1282

C. W. Stewart

{"title":"Coexisting Values in Healthcare and the Leadership Practices That Were Found to Inspire Followership Among Healthcare Practitioners","authors":"C. W. Stewart","doi":"10.22543/0733.122.1282","DOIUrl":"https://doi.org/10.22543/0733.122.1282","url":null,"abstract":"Healthcare delivery in the United States has a storied history that has led the American public to expect that their Health Care Practitioners (HCPs) will personally and professionally enact values such as altruism, benevolence, equality, and capability. A progressive set of events that involves the implementation of the market-based solution in the Patient Protection and Affordable Care Act has led healthcare organizations to become increasingly concerned with a conceptually different set of values. It has become more necessary for healthcare organizations to dedicate attention to market values (e.g., competition; productivity) as they operate in an environment that is commonly described as a $3.3T industry. There is significant concern that important care values are being sacrificed as the U.S. health system becomes increasingly commercialized. It is also believed that HCPs are experiencing increasing levels of demoralization and burnout as a result of their inability to realize their personal and professional care value preferences. A qualitative investigation into the experiences of a selection of HCPs served to reveal how the administration in a large health system fosters compatibility among personal, professional, and market value priorities via an application of the tenets of values-based leadership.Study outcomes also feature implications for both the servant leadership and transformational leadership constructs.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125357595","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}

引用次数: 1

Morality Without Borders: A Vision of Humanity as Community 道德无国界:人类共同体的愿景

Journal of Values-Based Leadership Pub Date : 2019-07-01 DOI: 10.22543/0733.122.1284

Joseph P. Hester, D. Killian

{"title":"Morality Without Borders: A Vision of Humanity as Community","authors":"Joseph P. Hester, D. Killian","doi":"10.22543/0733.122.1284","DOIUrl":"https://doi.org/10.22543/0733.122.1284","url":null,"abstract":"Identity politics is on the rise, and not only in America, but throughout the world. It is an inherent nationalism, and when unbridled and unchecked, unleashes an exclusive ethic into society appealing, not to an expansive moral ought, but one that is narrow and provincial, condemning and vilifying. The fact of national diversity and the imprint of dissimilar value orientations often cause fear and insecurity among groups and sub-groups who are apt to condense their value-orientation vis-à-vis their national or cultural identity, promoting ethical relativism and neglecting core human values. With a diminishing of religion’s consecrated and sanctified moral vision, many are falling upon an idealized version of national identity to set the parameters of their moral horizon. This is often expressed as a “moral superiority” implying the dominance of certain traditions and customs over those of others. We must be reminded that autocracy, national or religious, can be a tool of anyone seeking moral supremacy. Looking back, history teaches that putting up constrictive, dogmatic borders is morally destructive, fencing out those with different views and stifling dialogue and civility within and without. Obviously, putting up ideological boundaries is apt to enclose those who profess a restrictive and/or superior ethic to unproductive and morality corrosive values. Being ethnocentric and tribal seems natural as there is a desire to protect our most cherished beliefs claiming moral superiority. Values are what define us; they are the substance of whom we are and reveal our commitments and convictions and their assumed authority. But our values can also limit our moral acuity, narrowing moral focus and diminishing its energy, unseeking of the commonalities that bind humanity to humanity. Clearly, it’s time to change this truncated narrative from an exclusive ethic to a morality without borders, exemplified as humanity as community. Authoritarianism, displaying autocratic and anti-egalitarian values, is repressive and results in a limited and often amoral view of others. This we are witnessing today from all corners of the political spectrum, and not only in America, but elsewhere as well. For advancing a vision of the morally possible, an inclusive and expansive moral “ought” is needed, but terribly difficult to achieve or even articulate given the fact of cultural diversity, but we try. As Thomas Donaldson (1996, p.52) has noted, “We all learn ethics in the context of our particular cultures, and the power in the principles is deeply tied to the way in which they are expressed. Internationally accepted lists of moral principles, such as the United Nations’ Universal Declaration of Human Rights, draw on many cultural and religious traditions. As philosopher Michael Walzer (1983) has noted, ‘There is no","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133744251","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}

引用次数: 0