ILLINOIS STATE UNIVERSITY Does moral leadership matter? MBA412-Fall, 2014 BIBHU DASH 2014 Contemporary Business Perspective and Leadership Skills Table of Contents Page # 1. Introduction 2. Basic concepts and analysis of Moral and Ethical Leadership 3. Definition of Concepts a. Defining Leadership b. Defining Moral Leadership 4. Current State of Knowledge a. Literature Review 5. Argument Map 6. Assumptions and Point of View by Stakeholders 7. Evaluation of Argument a. Wheel Of Critical
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and implementation. At times you even wonder whether 360-degree feedback is the potent tool for performance management and organizational change it’s hyped to be or just another management fad. Your initial research reveals varied results. In some organizations, people rave about multi-rater feedback, claiming it’s the cornerstone intervention for individual and organizational change; others say it has left people feeling betrayed, broken confidences, and heightened cynicism. There are commonalities
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Running Head: ADDRESSING ORGANIZATIONAL CULTURE Operationalizing Quality Assurance in Rehabilitation Agencies: The Argument for Addressing Organizational Culture Jared C. Schultz Utah State University Russell Thelin Utah State Office of Rehabilitation Note: The authors would like to thank Dr. Larry Kontosh at West Virginia University for his feedback and direction during the development of this manuscript. Abstract The issue of Quality Assurance (QA) within the State/Federal
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of transformational leadership on innovative behavior | | | | | | Table of Contents Abstract 3 Introduction 4 Theoretical framework 8 Leadership and innovative behavior 8 Transformational leadership and innovative behavior 9 The mediating role of affective commitment between transformational leadership and innovative behavior 11 The mediating role of innovative climate between transformational leadership and innovative behavior 15 The moderating role of affective commitment
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Assignment in Organizational Behavior #1 Critical Thinking Questions 1. A friend suggests that organizational behavior courses are useful to people who will enter management careers. Discuss the accuracy of your friend’s statement. 2. It is said that the CEO and other corporation’ leaders are keepers of the organization’s memory. Please discuss this. 3. A common refrain among executives is “People are our most important asset.” Relate this statement to any two of the four perspectives of organizational
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Why Managers should behave ethically Upon studying the subject at hand, the first question should be what are ethics? Ethics are the inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what the appropriate way to behave. There is a close relationship between social issues and ethically responsible management practices. Since management is always involved in dealing with people, it is a part of social and work life of the manager
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After biting our tongues through these exasperating meetings, the next thing we know something blows up (figuratively or literally) and we berate ourselves for not having said something. What causes this ineffective – actually, dysfunctional – behavior and how do we stop it? Let’s start by putting names to those three situations described above. © 2006 Carson Consultants 1187 Neptune Place Annapolis, MD 21401 410-349-1326 www.carson-consultants.com Avoiding Abilene Bea Carson
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............................................................................................. 3 Problem Definition and Research Questions ............................................................................... 5 Problem Definition ............................................................................................................... 5 Research Questions.............................................................................................................. 5 Research Objectives
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The relationship between Miles and Snow's strategic types and human resource practices. Abstract: Purpose: This study explores the relationship between organizational strategy and human resources practices, specifically as they relate to the Miles and Snow typology of strategic choices (1978). Design/methodology/approach: Using self-classification, employees assessed their firm's strategy using descriptions characterizing the Defender, Analyzer, Prospector and Reactor strategies developed
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Research Project: Leadership & Coordinators in Education CHAPTER I INTRODUCTION Most educational institutions in Lebanon are private for-profit organizations. However, because of their nature, they are social as well as economic organizations. They are responsible for educating an entire generation of workers, entrepreneurs, and politicians. This means that the educational system is responsible for the social and economic well-being of our entire country. Therefore, the success of these institutions
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