Education for Business Leadership

1955 ◽  
Vol 28 (1) ◽  
pp. 76 ◽  
Author(s):  
James C. Worthy
Keyword(s):  
Business Leadership

Business Leadership and the Lessons from Sport

2005 ◽  
Author(s):  
Hans Westerbeek ◽  
Aaron Smith
Keyword(s):  
Business Leadership

Making gender visible in family business: past and present

2012 ◽  
Vol 13 (1) ◽  
Author(s):  
Paloma Fernández Pérez ◽  
Eleanor Hamilton
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Business Leadership ◽  
Legal Rules ◽  
Developed Economies ◽  
The Family ◽  
Interdisciplinary Synthesis ◽  
Complex Forms ◽  
Rules Of The Game

This  study  contributes  to  developing  our understanding of gender and family business. It draws on studies from the business history and management literatures and provides an interdisciplinary synthesis. It illuminates the role of women and their participation in the entrepreneurial practices of the family and the business. Leadership is introduced as a concept to examine the roles of women and men in family firms, arguing that concepts used  by  historians or economists like ownership and management have served to make women ‘invisible’, at least in western developed economies in which owners and managers have been historically due to legal rules  of  the  game  men,  and  minoritarily women. Finally, it explores gender relations and  the  notion  that  leadership  in  family business  may  take  complex  forms  crafte within constantly changing relationships.

A Hope Impact in MENA: Business Leadership and Job Performance

2020 ◽  
Vol 24 (1) ◽  
pp. 898-906
Author(s):  
Caroline Akhras
Keyword(s):  
Job Performance ◽  
Business Leadership

Book Review:The First Henry Ford: A Study in Personality and Business Leadership. Anne Jardim

1972 ◽  
Vol 45 (4) ◽  
pp. 620
Author(s):  
Elting E. Morison
Keyword(s):  
Business Leadership ◽  
Henry Ford

Business Leadership in the South

1956 ◽  
Vol 29 (2) ◽  
pp. 130
Author(s):  
Clarence Danhof
Keyword(s):  
The South ◽  
Business Leadership

Paths to Power: How Insiders and Outsiders Shaped American Business Leadership

2008 ◽  
Vol 37 (2) ◽  
pp. 135-136
Author(s):  
Anne Fleischer
Keyword(s):  
American Business ◽  
Business Leadership

What future for school business leadership? Recent change and looming possibilities

2020 ◽  
pp. 089202062096985
Author(s):  
Karen Starr
Keyword(s):  
New Zealand ◽  
International Research ◽  
Recent Change ◽  
Business Leaders ◽  
Business Leadership ◽  
School Communities ◽  
The Cross ◽  
School Business ◽  
Developed World ◽  
Policies And Practices

Fundamental widespread changes affecting education’s purposes, policies and practices have had transformational repercussions for school business across the developed world. Subsequently, school business demands and accountabilities continue to escalate in scope and complexity and governments, education authorities and school communities are acknowledging the primacy and imperative of proficient school business leadership. International research chronicling the subsequent rapid professionalisation of school business leaders demonstrates pervasive policy moves that have re-focused school business priorities. Drawing on research conducted in Australia, USA, UK, Canada and New Zealand this article describes recent widespread changes before discussing issues and trends portending future professional adaptation for school business leaders whose work lies at the cross hairs of macro pressures and micro necessities.

scholarly journals Women on Boards in Finance and STEM Industries

2016 ◽  
Vol 106 (5) ◽  
pp. 277-281 ◽  
Author(s):  
Renée B. Adams ◽  
Tom Kirchmaier
Keyword(s):  
Gender Differences ◽  
Corporate Boards ◽  
Business Leadership ◽  
Country Characteristics ◽  
Women On Boards ◽  
The Mean ◽  
Long Term Consequences ◽  
Industry Sectors

We document that women are less represented on corporate boards in Finance and more traditional STEM industry sectors. Even after controlling for differences in firm and country characteristics, average diversity in these sectors is 24% lower than the mean. Our findings suggest that well-documented gender differences in STEM university enrolments and occupations have long-term consequences for female business leadership. The leadership gap in Finance and STEM may be difficult to eliminate using blanket boardroom diversity policies. Diversity policies are also likely to have a different impact on firms in these sectors than in non-STEM sectors.

ATF, Inc.: Fasteners and Family

2016 ◽  
pp. 1-8
Author(s):  
John L. Ward
Keyword(s):  
Leadership Style ◽  
Family Business ◽  
Charismatic Leadership ◽  
Leadership Succession ◽  
Business Leadership ◽  
The Future ◽  
Personal Leadership ◽  
Fundamental Insight ◽  
The Many ◽  
Personal Philosophy

The ATF case is a succinct opportunity to explore the many special features of leadership succession for a family business. In 2009 the company was passing the baton to the oldest of three sons in the second-generation family business. ATF produced metal and plastic fasteners for, primarily, the automotive industry. ATF had grown into a company with more than $50 million in annual revenues. The company had grown in large part through alliances with other family businesses around the world. First-generation patriarch Don Surber had led the company since he acquired it in 1982. Don was known for his charismatic leadership style and his focus on driving value through a network approach. The case traces the career paths of all three sons and looks at the succession through the eyes of the oldest son, Jason Surber. The elements, constituents, and challenges of succession are evident. The fundamental insight is that business leadership succession is far more than just passing the business leadership baton. It also requires attention to the family, the board, the whole system of external stakeholders, and the future of ownership. The epilogue in this note covers the period from 2009 to 2012 by describing what Jason did to earn credibility, to incorporate his brothers, and to define his personal leadership philosophy and style. The epilogue thus provides students with an opportunity to consider and define their own personal philosophy of management leadership and their own style. They will see the art of melding styles from the past with their own for the future.

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