Learning Leadership and Decision-making from Literature

1999 ◽  
Vol 24 (3) ◽  
pp. 3-10 ◽  
Author(s):  
Sampat P Singh
Keyword(s):  
Decision Making ◽  
Organizational Leadership ◽  
21St Century ◽  
Business Education ◽  
Leadership Role ◽  
Case Method ◽  
Classical Literature ◽  
Great Breadth ◽  
Passionate Commitment ◽  
Role Demands

To provide the 21st century world with leaders of great breadth and versatility and understanding is a big challenge. Leadership role demands perspectives, worldviews, and beliefs; a passionate commitment to some values, ends, or, ultimate purposes balanced by a sense of responsibility and proportion that depends on listening to others, maintaining humility, and a sense of humour. One can dig into classical literature and obtain significant insights into content and process of leadership and decision-making. The available material is vast. How do we select relevant pieces of literature, interpret them, and relate them to problems of organizational leadership and decision-making? These are questions which have no simple heuristic answers. They involve a continuous life-long process somewhat like the case method. The approach has to be illustrative. This paper attempts to explain this new trend in business education.

Behoefte aan leiderschap in organisaties: wie heeft het en waarom?

2004 ◽  
Vol 17 (3) ◽  
Author(s):  
Reinout E. de Vries ◽  
Robert A. Roe ◽  
Tharsi C.B. Taillieu ◽  
Nico J.M. Nelissen
Keyword(s):  
Organizational Leadership ◽  
Personal Characteristics ◽  
Leadership Role ◽  
Leadership Model ◽  
Situational Context ◽  
De Vries ◽  
Relative Prevalence

Who needs leadership in organizations and why? Who needs leadership in organizations and why? Reinout E. de Vries, Robert A. Roe, Tharsi C.B. Taillieu & Nico J.M. Nelissen, Gedrag & Organisatie, Volume 17, June 2004, nr. 3, pp. 204-226. Leadership literature most often deals with the leader and his/her effects on the performance and attitudes of employees. In contrast with these so-called leader-centred models, the follower-centred 'need for leadership' model focuses on the employee and his/her needs and wishes towards the leadership role. The model proposes that leadership effects are dependent on an employee's actual need for leadership. This article reviews the research on the effects of need for leadership on various individual and organizational leadership outcomes. Additionally, results of studies on the relative prevalence of various leadership needs – leadership functions that employees do and do not need – and predictors of need for leadership are presented. In particular, the article addresses the extent to which need for leadership is based on situational context or personal characteristics of the employee. Based on the findings presented here, the following is concluded: a) employees most strongly need a leader's 'connecting' function (to arrange things with higher management and to pass on information), b) leaders may have a different perception of employees' need for leadership than employees themselves, and c) need for leadership is mainly predicted by personal characteristics of employees, such as age, education, expertise and personality, and by the perceived style of the leader him-/herself.

scholarly journals Sexual Orientation and the Canadian Labour Movement

2005 ◽  
Vol 52 (4) ◽  
pp. 787-811 ◽  
Author(s):  
Gerald Hunt
Keyword(s):  
Sexual Orientation ◽  
Public Sector ◽  
Organizational Leadership ◽  
Leadership Role ◽  
Orientation Discrimination ◽  
Equal Rights ◽  
Labour Movement ◽  
Sexual Orientation Discrimination ◽  
Regional Dynamics ◽  
Canadian Labour Congress

The response of the Canadian labour movement to sexual orientation discrimination has been mixed and uneven. The Canadian Labour Congress, along with several provincial federations and a grouping number of unions, have taken a leadership role in promoting equal rights for gays and lesbians, while other labour organizations have done nothing at all. Public sector and Canadian based unions are much more likely to have been active than have American-based unions, even though there are important exceptions to these trends. These developments are partially explained by regional dynamics, membership demographics, degree of activism, the presence of women's committees, and organizational leadership.

Customer Relationship Management at Harrah's Entertainment

2011 ◽  
pp. 157-172 ◽  
Author(s):  
Hugh J. Watson ◽  
Linda Volonino
Keyword(s):  
Decision Making ◽  
Customer Relationship Management ◽  
Business Strategy ◽  
Data Warehousing ◽  
Relationship Management ◽  
Leadership Role ◽  
Customer Relationship ◽  
Gaming Industry ◽  
New Markets ◽  
Specific Target

Data warehousing has significantly changed how decision making is supported in organizations. A leading application of data warehousing is customer relationship management (CRM). The power of CRM is illustrated by the experiences at Harrah’s Entertainment, which has assumed a leadership role in the gaming industry through a business strategy that focuses on knowing their customers well, giving them great service, and rewarding their loyalty so that they seek out a Harrah’s casino whenever and wherever they play. In 1993, changing gaming laws allowed Harrah’s to expand into new markets through the building of new properties and the acquisition of other casinos. As management thought about how it could create the greatest value for its shareholders, it was decided that a brand approach should be taken. With this approach, the various casinos would operate in an integrated manner rather than as separate properties. Critical to their strategy was the need to understand and manage relationships with their customers. Harrah’s had to understand where their customers gamed, how often and what games they played, how much they gambled, their profitability, and what offers would entice them to visit a Harrah’s casino. Armed with this information, Harrah’s could better identify specific target customer segments, respond to customers’ preferences, and maximize profitability across the various casinos.

Ubiquitous Eco Cities

2011 ◽  
pp. 88-107
Author(s):  
Tan Yigitcanlar ◽  
Jung Hoon Han
Keyword(s):  
Decision Making ◽  
Wireless Networks ◽  
Urban Development ◽  
21St Century ◽  
Integrated Management ◽  
Location Based Services ◽  
Urban Management ◽  
Telecommunication Infrastructure ◽  
Decision Making System ◽  
Technology Convergence

Efficient and effective urban management systems for Ubiquitous Eco Cities require having intelligent and integrated management mechanisms. This integration includes bringing together economic, socio-cultural and urban development with a well orchestrated, transparent and open decision-making system and necessary infrastructure and technologies. In Ubiquitous Eco Cities telecommunication technologies play an important role in monitoring and managing activities via wired and wireless networks. Particularly, technology convergence creates new ways in which information and telecommunication technologies are used and formed the backbone of urban management. The 21st Century is an era where information has converged, in which people are able to access a variety of services, including internet and location based services, through multi-functional devices and provides new opportunities in the management of Ubiquitous Eco Cities. This chapter discusses developments in telecommunication infrastructure and trends in convergence technologies and their implications on the management of Ubiquitous Eco Cities.

A Critical Review of Learning Organizations in the 21st Century

2012 ◽  
pp. 188-198
Author(s):  
Victor X. Wang
Keyword(s):  
Decision Making ◽  
Learning Organization ◽  
21St Century ◽  
Critical Review ◽  
Policy Making ◽  
Global Economy ◽  
Learning Organizations ◽  
Organizational Leaders ◽  
Management Philosophy ◽  
High Participation

This article critically reviews what constitutes a learning organization. The author argues that a learning organization is born out of a static organization. In determining whether organizations are learning organizations, components such as structure, atmosphere, management philosophy and attitudes, decision-making and policy-making, and communication must be considered. In addition, these components are discussed in comparison to the characteristics of static organizations. The theme of this article is such that in order for organizations to remain competitive in this global economy, organizational leaders must be flexible and people-centered. Successful organizational leaders should engage in the use of supportive power, involve high participation at all levels, and conduct multidirectional communication in order to turn static organizations into learning organizations.

Business Education and Anxiety in the Performance of Value

2020 ◽  
pp. 260-270
Author(s):  
Fabian Muniesa
Keyword(s):  
Business Education ◽  
Business School ◽  
Social Life ◽  
Case Method ◽  
Harvard Business School ◽  
Experiential Training ◽  
Financial Valuation ◽  
Cultural Complex ◽  
Training Technique ◽  
Education Today

Business education epitomizes the cultural complex that situates performance (understood both as the intensification of valuation and as the spectacle of decision) at the center of social life. The experiential training technique known as the case method, famously recognizable as a Harvard Business School product, carries in particular a series of meanings that are central to the formation of the ideals of performance, adventure, effectiveness, and aplomb that distinguish business education today. It also conveys, however, elements of anxiety that are characteristic of the notion of the real that is actioned in such a setting. This hypothesis is explored here through an examination of early and contemporary aspects of the case method at the Harvard Business School, in particular in the financial valuation curriculum. It is suggested that the performative features of the case method, widely understood, concur with an exacerbation of the troubling aspects of the “performance complex.”

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