Search results

Aims to explore the relationship between employee perceptions of servant leadership and leader trust, as well as organizational trust.

Uses Laub's Organizational Leadership Assessment along with Nyhan and Marlowe's Organizational Trust Inventory.

Perceptions of servant leadership correlated positively with both leader trust and organizational trust. The study also found that organizations perceived as servant‐led exhibited higher levels of both leader trust and organizational trust than organizations perceived as non‐servant‐led.

The findings lend support to Greenleaf's view that servant leadership is an antecedent of leader and organizational trust, and to aspects of other servant leadership models.

The classics will circulate wrote a public librarian several years ago. She found that new, attractive, prominently displayed editions of literary classics would indeed find a substantial audience among public library patrons.

The purpose of the paper is to address the following question: What can novels reveal about what leadership nonfiction sources miss or obscure?

The paper reviews the benefits that are derived from the use of literature in the examination of leadership, compares and contrasts three novel experiments in the examination of literature and leadership, and examines the impact of one approach as reflected in student assignments and exit interviews.

Student reflection papers morphed from descriptive reviews to reflections expressed through poetry, artwork and personal experiences. Students also deepened their views on what leadership is and means. Exit interviews revealed student significant reflection on personal views in a number of areas. The longitudinal follow up of students expanded their flexibility and ability to listen and understand how and why people approach leadership in different ways. They also felt it increased their openness to new or different approaches and encouraged them to think more independently.

One implication of the approach of this class is how the authors embraced questions to guide the students and faculty. Instead of listing topics and assigning categorical meaning, the approach of the class was organized around questions, such as, “is leadership real or imagined? Am I ready to take responsibility?

The power of storytelling is unmistakable. The value of storytelling is that it allows the reader to escape from the day-to-day challenges we face to find how others are facing challenges sometimes very similar to our own.

The article compares and contracts three experiments in the examination of literature and leadership. The paper then examines one approach to literature and leadership in terms of the impact on students (papers, exit interview and longitudinal follow-up). Findings are assessed with the works of Gardner, Bennis and Hartley stressing the possibilities of storytelling as a unique approach to studying and practicing leadership.

Our article on the recently‐issued Post‐war Proposals of the Library Association is, like the accounts that have appeared elsewhere, merely preliminary. It must be productive of much suggestion and comment, including we have no doubt much criticism from librarians. It has been given, we understand, a most extensive circulation, to Members of Parliament, local authorities, all Town Clerks and Clerks to Councils, all societies which have social and cultural objects, selected private persons, all members of the L.A. and, of course, the press in London and the Provinces. Some measures of the interest in libraries may be gained from the amount of discussion that will ensue. We hope that our readers will at least keep us in touch with their opinions and suggestions and will make every effort to prevent their submergence in the welter of schemes and reports now surrounding us.

SEPTEMBER finds the summer irrevocably over, although there will still be one or two very beautiful months in the English autumn remaining. It is usually the time when the older librarian thinks of conferences, and today he realizes regretfully that these have receded into what already seems a remote past. This month as we write we have to repeat the expectation we have expressed every month since May that before these words appear in print the threatened lightning attack on the life of England will have been made by the Nazis. It is becoming so customary, however, that one can only suggest that so far as circumstances allow we proceed with our normal work. The circumstances may make this difficult but they should be faced. One thing stands out: that in public libraries, at anyrate, the demands made by readers have gradually returned to their usual level and in some places have risen above it. This does not always mean that the figures are as high as they were, because in many of the great cities and towns a part of the population, including a very large number of the children, have been evacuated. In spite of the pressure on the population as a whole, it would seem that head for head more books are being read now than at any previous time.

The purpose of this paper is to recommend that public administration (PA) theory and practice should become more sensitive to its sub-administration, and to suggest how this can be done.

This conceptual paper maintains that this sub-administration includes those ideologies, myths and metaphors that contribute like an unconscious in shaping (and misshaping) governmental policy and administration. Descriptions of the nature of ideologies, myths and metaphors are given, along with some examples of those that are harmful – such as the ideologies of the American Business Model and neo-liberalism.

PA should seek to engage and oppose such ideologies, myths and metaphors that are problematic – both those constructed within and without of PA itself. It is recommended that, for such analytical purposes, PA should turn toward post-traditional PA, including the insights of post-modernism and epistemic pluralism.

The concept of sub-administration is of significant utility both for PA theorists and practitioners in strengthening public administrative performance. The author has offered such and/or similar recommendations in earlier publications, including in the International Journal of Organization Theory and Behavior, 19 (1), 90-102: 2016.

The first statutory meeting of the Pure Food and Health Society of Great Britain was held on October 16 at the registered offices of the Society, 20, Hanover Square, W. LORD CAMOYS, Chairman of the Executive Committee, presided. In opening the meeting LORD CAMOYS said:—

AN incentive is a motive and it has long been accepted as axiomatic in the world of industry that the only motive which will move men to greater effort is a financial one. Wage incentive schemes operate in large sections of manufacturing industry today and any increase in a firm's productivity is almost automatically attributed to them.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.