Phronetic Leadership: Risking Managerial Authority by Trust-Creating Vulnerable Involvement

2021 ◽  
Author(s):  
Reuven Shapira
Keyword(s):  
Managerial Authority

The Lie of the Land: Decadence, Ecology, and Arboreal Communications

2021 ◽  
Vol 49 (4) ◽  
pp. 621-641
Author(s):  
Dennis Denisoff
Keyword(s):  
Self Control ◽  
Managerial Authority ◽  
Sentient Beings ◽  
Opening Up

Focusing on Vernon Lee's and Algernon Blackwood's portrayals of forests, this article argues that decadent ecology questions the privileging of humans over other sentient beings in relation to the moral conscriptions intending to channel attachments and desires toward productivist purposes. It addresses the ways in which these authors undermine human assumptions of self-control and managerial authority by encouraging an opening up to the affective communications of ecosystems. Raising questions central to eco-studies in general, Lee's and Blackwood's works challenge ideas of human communicative superiority and extensionism through representations of humility, trepidatious veneration, and a sense of the imagination as a potential channel for affection across species.

scholarly journals Shipboard Union Representation in the British Merchant Navy

1970 ◽  
Vol 15 (1) ◽  
pp. 1-18 ◽  
Author(s):  
James Macfarlane
Keyword(s):  
Large Scale ◽  
Great Majority ◽  
Shop Floor ◽  
Full Time ◽  
Industrial Workers ◽  
British Industry ◽  
Managerial Authority ◽  
Union Representation ◽  
Countervailing Power ◽  
Penal Sanctions

Shop stewards, or other forms of workshop representation, are a common feature of British industry. It is not known for certain how many such shop floor representatives are active; estimates vary between 90,000 and 200.000, “the truth is probably somewhere between these two figures”. What is certain, however, is that the great majority of industrial workers, particularly in large-scale industry, have recourse to lay trade union representation for the settlement of shop floor grievances. Often such representatives are “the union” for the ordinary workman who does not come into contact with full-time union officers. “For the great majority of British trade unionists the workplace representative is their only direct personal link with their union.” He also provides a front-line defence against the arbitrary use of authority by management. If no shop steward existed, managerial authority, unchecked by the countervailing power of shop floor representatives, would be open to abuse. If such managerial authority was also supported by a system of legal powers which further strengthened its position, it would make possible “the use of penal sanctions to compel acceptance of working conditions which free agents would not endure”. Such was the case in the British Merchant Navy until less than five years ago.

scholarly journals AN ANALYSIS OF THE DIRECTORS’ DECISION-MAKING FUNCTION THROUGH THE LENS OF THE BUSINESS-JUDGMENT RULE

Obiter ◽  
2016 ◽  
Vol 37 (3) ◽  
Author(s):  
Jan-Louis van Tonder
Keyword(s):  
Decision Making ◽  
The State ◽  
Corporate Law ◽  
Company Law ◽  
Best Interests ◽  
Duty Of Care ◽  
Business Judgment Rule ◽  
Managerial Authority ◽  
Court Interpreting ◽  
Legislative Framework

The main purpose of this article is to examine the standard of conduct required from a director in the exercise of his decision-making function, through the lens of the business-judgment rule. The business-judgment rule provides the circumstances in which the duty to act in the best interests of the company and the duty of care, skill and diligence will be satisfied by a director. In order to achieve the stated goal the board’s statutory managerial authority, the standard of director’s conduct required to discharge the duty of care, skill and diligence as provided for in section 76(3)(c), and the features and functions of the business-judgment rule will also be examined. Section 5(2) of the Act provides that, to the extent appropriate, a court interpreting or applying the provisions of the Act may consider foreign-company law. This is complementary to section 5(1) which directs that the Act must be interpreted and applied in a manner that gives effect to the purpose of section 7. The article will refer to the highly developed corporate law in the State of Delaware to assist the research in examining the content and meaning of the decision-making function as a standard of director’s conduct. For this reason, the corporate legislative framework of the State of Delaware will also be discussed.

THE REFORM OF WORKING LIFE IN BRITAIN, 1963–1971

2007 ◽  
Vol 50 (2) ◽  
pp. 423-448 ◽  
Author(s):  
RICHARD WHITING
Keyword(s):  
Modern Society ◽  
Working Life ◽  
The Political ◽  
Individual Interest ◽  
Labour Law ◽  
Legal Process ◽  
Labour Movement ◽  
Managerial Authority ◽  
1960S And 1970S ◽  
The 1960S

In the 1960s and 1970s both Conservative and Labour governments passed novel laws dealing with the rights of individuals at work. Overshadowed by conflicts over collective labour law, the political significance of this legislation has remained unexplored. This article suggests that the legislation struck a balance between recognizing the complexity of work in a modern society, and preserving managerial authority. It also argues that the reforms served a Conservative agenda in rooting an individual interest in work in a legal process. This was part of a pivotal challenge to the system of voluntary collective bargaining that had traditionally benefited the labour movement.

Race, Gender, and Emotion Work among School Principals

2019 ◽  
Vol 33 (3) ◽  
pp. 387-409 ◽  
Author(s):  
Simone Ispa-Landa ◽  
Sara Thomas
Keyword(s):  
Leadership Style ◽  
Emotional Labor ◽  
Women Of Color ◽  
White Women ◽  
Novice Principals ◽  
Race And Gender ◽  
Managerial Authority ◽  
And Gender ◽  
Gender And Emotion ◽  
Over Time

Researchers have highlighted how gendered associations of femininity with emotional labor can complicate professional women’s attempts to exercise managerial authority. However, current understandings of how race and gender intersect in professional women’s emotional labor remain limited. We draw on 132 interviews from eight white women and 13 women of color who are novice principals. White women began the principalship wanting to establish themselves as emotionally supportive leaders who were open to others’ influence. They viewed emotional labor as existing in tension with showing authority as a leader. Over time, however, most white women reported adopting more directive practices. By contrast, women of color reported beginning the principalship with a more directive, take-charge leadership style. They viewed emotional labor and authority as part of a blended project and did not talk about these two aspects of leadership as existing in tension. Over time, their self-reported leadership style changed little. We analyze our findings in light of recent theorizing about gender and intersectionality.

scholarly journals Lay Patronage and the Development of Ecclesiastical Property in Spanish America: The Case of Buenos Aires, 1700–1900

2013 ◽  
Vol 93 (1) ◽  
pp. 67-98 ◽  
Author(s):  
Roberto Di Stefano
Keyword(s):  
Latin American ◽  
Financial Support ◽  
Buenos Aires ◽  
The State ◽  
Spanish America ◽  
Local Institutions ◽  
Family Wealth ◽  
Managerial Authority ◽  
Latin American Countries ◽  
The Church

Abstract Beginning with the dissolution of colonial Christendom, the development of church property has been closely tied to processes of secularization in Latin American countries. This process is to be understood not as the marginalization of religion but as the restructuring of religious matters in modern societies. The practice of lay patronage—which was common in America, as it was in Europe for centuries—channeled family wealth into the financial support of certain institutions, which in turn allowed lay patrons to intervene in decisions about religious life. In the case of Buenos Aires such properties were absorbed or expropriated during the nineteenth century as part of a process of centralization, in which local church authorities, the papacy, and the state all participated. Thus in Buenos Aires the process of disentailment of church property did not involve the transfer of property from the church to the state, as might be supposed by extrapolating from the liberal reforms that took place in other countries. Rather, there was a process of appropriation by the state and by the church of property and managerial authority that had previously been held by families and various local institutions. It is worth asking if this phenomenon was unique to Buenos Aires, or if it can be generalized in some measure to other parts of the Hispanic world.

The Two Faces of Authority: A Critique

1999 ◽  
Vol 5 (1) ◽  
pp. 1-11
Author(s):  
Robert Spillane ◽  
Lynda Spillane
Keyword(s):  
The Other ◽  
Legitimate Power ◽  
Managerial Authority ◽  
Management Literature ◽  
The One

AbstractIn the management literature, authority is generally defined as, or confused with, power (legitimate or otherwise) on the one hand, or (less frequently) attributed to subordinate concession on the other. In short, authority is thought to have two faces. The aim of the present paper is to demonstrate the confusions surrounding the use of authority and to suggest that more attention should be directed to the important differences between authority, power and legitimacy. An analysis of managerial authority is discussed that argues for the crucial relationship, recognised by the ancients, between authority and rhetoric. Authority, it is argued, is not legitimate power but a source of power and is established by effective rhetoric.

The Workplace and Economic Crisis: Canadian Textile Firms, 1929–1935

2009 ◽  
Vol 10 (3) ◽  
pp. 498-528
Author(s):  
Robert Lewis
Keyword(s):  
Great Depression ◽  
Economic Crisis ◽  
Product Line ◽  
Scientific Management ◽  
State Regulations ◽  
The Great Depression ◽  
Managerial Authority ◽  
The Face ◽  
Production Practices ◽  
Industrial State

The devastating conditions of the Great Depression forced manufacturers to rethink their approach to workplace control, economic policy, and production practices. Although we know a great deal about how industries responded to the depression, we know very little about the changes implemented by firms. This is unfortunate as firms in the same industry face quite different problems, possess dissimilar work cultures, construct an array of production formats, and have access to a range of financial resources. Based on a literature that documents the variety of strategies devised by industries and firms, this paper shows how four Canadian textile firms—two cotton and two hosiery and knitting—reacted to the economic crisis of the Great Depression. In the face of a different array of conditions, each firm devised different restructuring strategies. The large cotton corporations responded by combining mechanization, product line change, and a new division of labor. The smaller, more competitive hosiery and knitting firms, on the other hand, imposed either a harsh regime of scientific management or conservative, piecemeal changes. In the midst of restructuring the workplace, manufacturers reasserted their prerogatives of managerial authority, selectively took advantage of the opportunities opened up by economic crisis, and created a new regime of industrial-state regulations.

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