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Leadership for Development
Although the extraordinary leadership that stimulated European recovery efforts in the late 1940s and early 1950s is now widely celebrated as a model for international development assistance, the role of leadership in development is too often taken for granted. Rondinelli and Heffron argue persuasively that leadership is the hallmark of almost every successful effort at international development since the late 1940s, and that its absence is the underlying cause of most development failures. Leadership for Development examines fundamental issues: the tools leaders use to achieve development goals; how culture and interdependence among governments and organizations affects leadership styles; where leaders get their advice from – experts, non-experts, academic or non-academic elites – and if it matters; whether transformational or transactional leadership styles are more effective; and the lessons that can be drawn from examining the traits of successful leaders. Focusing largely on the Pacific Basin region and Latin America, the book offers valuable case studies for development practitioners looking to increase their effectiveness in a highly interdependent global society.
Advances in Global Leadership
These papers explore the interplay among country and company cultures, examine corporate strategy and identify the stage that company and business unit development has reached. The contributors offer a deeper understanding of multinational and global leadership issues.
Responsible Business in Uncertain Times and for a Sustainable Future
This book offers up-to-date insights into the theory and practice of Corporate Social Responsibility (CSR) and sustainability management. Gathering contributions by a team of international scholars, it shares perspectives from a variety of academic disciplines, including management and tourism as well as accounting, higher education research and supply chain management. Guided by the credo of achieving 'Responsible Business for Uncertain Times and a Sustainable Future,' the authors present their latest reflections on, and possible solutions for, sustainable and responsible business practices. All of the contributions presented here are critical, evidence-based and solution-oriented, making the book both practical and insightful reading for academics and practitioners alike.
Advances in Global Leadership
Includes chapters on various concepts and processes associated with leading across cultures and other boundaries. Drawing on authors from many different cultures and contexts, this title contributes to bridging and integrating conceptual and practitioner perspectives in pursuing this deeper understanding.
Entrepreneurship–Professionalism–Leadership
This book updates the theory and brings together empirical research based on the multidimensional entrepreneurship–professionalism–leadership (EPL) framework for subjective career ‘space’. It also discusses the extension of the original ‘person-centred’ framework to other levels of analysis, for example, ways of considering the EPL (human capital) capacities of an organisation, city, or even nation. By providing insights into the development of EPL motivations and efficacies over time, the book helps readers appreciate the application of the EPL framework in a wider range of contexts, such as research–innovation–enterprise, healthcare, and pre‐university settings. It also shows how EPL research contributes to a better understanding of leadership and entrepreneurial development.
Leadership, Discourse, and Ethnicity
This is the first book in the field of workplace discourse to examine the relationships among leadership, ethnicity, and language use. Taking a social constructionist approach to the ways in which leadership is enacted through discourse, Leadership, Discourse, and Ethnicity problematizes the concept of ethnicity and demonstrates the importance of context-particularly the community of practice-in determining what counts as relevant in the analysis of ethnicity. The authors analyse everyday workplace interactions supplemented by interview data to examine the ways in which workplace leaders use language to achieve their transactional and relational goals in contrasting "ethnicized" contexts, two of which are Maori and two European/Pakeha. Their analysis pays special attention to the roles of ethnic values, beliefs and orientations in talk.
The Development of Managerial Culture
The Development of Managerial Culture examines the differences in underlying values and cultural distinctions in managerial cultures in Australia and Canada. It offers commentary on differences in attitudes to managerial culture and industrial relations through a comparison of national character development to provide context and insight for readers
