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Article
Publication date: 1 April 2002

James T. Scarnati and Betty J. Scarnati

Discusses attributes of leadership that are necessary in a quality organization. Defines empowerment as a philosophy, an attitude and a way of thinking that supports the…

Abstract

Discusses attributes of leadership that are necessary in a quality organization. Defines empowerment as a philosophy, an attitude and a way of thinking that supports the quality process. Quality is depicted as a synergetic teamwork philosophy, a group process, and a can‐do attitude that must be embraced by the organization. Clarifies the development of a quality process system and the formation of quality principles as they relate to empowerment. Explains empowerment and the manner in which it differs from the traditional power and control concept of management. Depicts delegating and accepting responsibility as a behavior that promotes and supports leadership. Provides guidance, techniques, and examples that can be used to enhance leadership and teambuilding skills. Establishes a philosophy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.

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The TQM Magazine, vol. 14 no. 2
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 1 February 2001

James T. Scarnati

Discusses teamwork as a synergetic process in which the efforts of the co‐operative group surpass individual efforts. Provides historical and contemporary examples of…

Abstract

Discusses teamwork as a synergetic process in which the efforts of the co‐operative group surpass individual efforts. Provides historical and contemporary examples of successful team efforts from business, industry and organizations. Describes the benefits of a team synergy as guardianship, status, learning, self‐esteem, fellowship and power along with the circumstances in which a team effort is neither needed nor desired. Lists structure, ineffective communications, lack of resources, lack of trust, and corporate culture as factors that may hinder or not support a team effort. Defines interdependence as a key characteristic of successful teams. Includes quotes from contemporary leaders as to the value of the team effort in today’s workplace.

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Team Performance Management: An International Journal, vol. 7 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 1 February 1997

James T. Scarnati

Discusses honesty and integrity as the basic principle of leadership. Defines quality leadership as a process beyond technical competence. Successful leaders continually…

Abstract

Discusses honesty and integrity as the basic principle of leadership. Defines quality leadership as a process beyond technical competence. Successful leaders continually demonstrate honesty and integrity as an essential element of their professional fabric; a lack of commitment to the principle renders all other skills meaningless. Depicts honesty and integrity as essential elements of human behaviour that promote and support quality relationships. Defines honesty and integrity in the context of building trust and maintaining credibility. Provides a sound philosophy that increases the probability for long‐term success and professional fulfilment. Includes quotes from contemporary and historical leaders.

Details

Career Development International, vol. 2 no. 1
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 November 2002

James T. Scarnati

The Godfather theory of management is a power and control model of leadership. Explains a process whereby leaders can move a dysfunctional and subversive organization into…

Abstract

The Godfather theory of management is a power and control model of leadership. Explains a process whereby leaders can move a dysfunctional and subversive organization into the realm of a quality organization. Although the theme of the article is based on the Godfather series of motion pictures, the reality of the management style focuses on principles of organizational behaviour. The author continually stresses that Godfather Management is transitional management and cannot sustain itself over an extended period of time. Provides a model to assist leaders in the retention, the selection, and the elimination of individuals within either the organizational structure or the leadership team. Discusses a systematic method for new leaders to initially assess the organizational culture and to make the changes necessary for long‐term success.

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Management Decision, vol. 40 no. 9
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 November 1999

James T. Scarnati

Discusses flexibility and the ability to adapt as an essential attribute of leadership that is beyond technical competence. Defines flexibility as a process of continually…

Abstract

Discusses flexibility and the ability to adapt as an essential attribute of leadership that is beyond technical competence. Defines flexibility as a process of continually examining situations and, when warranted, quickly adapting to changing circumstances. Examines the power of flexibility as it relates to changes in science, medicine and business practice. Defines flexibility as a tool to be used only by the brave and not as a shield for cowards who fear the harsh realities of decision making. Depicts flexibility as an essential behaviour that promotes and supports quality leadership. Provides guidance, techniques and examples that can be used to enhance leadership skills. Establishes a sound philosophy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.

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Participation and Empowerment: An International Journal, vol. 7 no. 7
Type: Research Article
ISSN: 1463-4449

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Article
Publication date: 1 April 1998

James T. Scarnati

Discusses listening as a basic principle of leadership. Defines leadership and decision making as much the art of listening as they are the skill of doing. In a world…

Abstract

Discusses listening as a basic principle of leadership. Defines leadership and decision making as much the art of listening as they are the skill of doing. In a world where most knowledge is obtained visually the author identifies behaviors that will facilitate the listening process. Tells why active listening is a physically and psychologically fatiguing process. Provides simple rules to enhance listening skills and to overcome the “listening gap.” Listening to the customer and translating what is heard into an action plan is a mark of a successful organization. Provides a solid foundation and philosophy for practicing or emerging leaders. Includes quotes from contemporary and historical leaders.

Details

Career Development International, vol. 3 no. 2
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 February 1998

James T. Scarnati

Discusses persistence as a basic characteristic of successful leadership. The thematic focus is “leaders don’t give up”. Defines persistence as a process beyond technical…

Abstract

Discusses persistence as a basic characteristic of successful leadership. The thematic focus is “leaders don’t give up”. Defines persistence as a process beyond technical competence. Persistent people stick to an idea or to a task and see it through to its logical conclusion. Successful individuals and organizations learn not to accept initial setbacks and continue pursuing a goal. The author cites examples of individuals and companies that persisted in moving forward even though their colleagues saw no value in their efforts. Minor failures are considered the sacrifices paid to achieve major victories. Life’s achievements are as much an act of persistence as they are an expression of innate intelligence. Provides a sound philosophy for long term success and professional fulfillment. Includes quotes from contemporary and historical leaders.

Details

Career Development International, vol. 3 no. 1
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 December 1998

James T. Scarnati

Discusses the elimination of fear in the workplace as an essential task on the road to quality. The thematic focus is that fear robs an organization of its ability to…

Abstract

Discusses the elimination of fear in the workplace as an essential task on the road to quality. The thematic focus is that fear robs an organization of its ability to adapt and focus the human energy necessary to compete in a global marketplace. Defines fear in the context of lowered goals and standards, its relationship to quality, and structural fear within organizations. Cites examples of companies in which fearful environments have had negative outcomes. Tells how a fearful climate hinders communication, destroys initiative, annihilates creativity, stifles innovation, and destroys confidence in management. Discusses why business and industry find it difficult to banish the beast of fear. Stresses that administration must abandon the power and control model of management. Establishes a solid foundation for long‐term success, increased productivity, and increased profitability.

Details

Leadership & Organization Development Journal, vol. 19 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 June 2000

James T. Scarnati

Discusses an aspect of leadership that is beyond technical competence and practiced by highly successful people. Mental toughness is defined as “between the ears”…

Abstract

Discusses an aspect of leadership that is beyond technical competence and practiced by highly successful people. Mental toughness is defined as “between the ears” toughness. Provides the reader with methods to deal with stressful situations and despotic bosses. The author emphasizes that the mind is where battles are truly won and lost. Depicts expanding the circle of influence by; never letting the enemy into your mind; maintaining the ability to choose; projecting a positive attitude; and defining goals. Provides examples of mental toughness and survivability in prisoners of war. Explains techniques for nurturing and practicing mental toughness. Establishes a sound philosophy for increasing the probability of long‐term success and professional advancement in stressful environments. Includes quotes from contemporary as well as historical leaders.

Details

Career Development International, vol. 5 no. 3
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 November 1999

James T. Scarnati

Discusses three attributes of leadership that are beyond technical competence. Defines “Displaying moral courage” as having the conviction and fortitude to stand up for…

Abstract

Discusses three attributes of leadership that are beyond technical competence. Defines “Displaying moral courage” as having the conviction and fortitude to stand up for what you believe. Clarifies the development of a value system and the formation of principles as they relate to the development of moral courage and ethical behavior. Explains “The art of influence” and the manner in which it differs from the traditional power and control concept of the boss. Depicts “Accepting responsibility” as an essential behavior that promotes and supports quality leadership. Provides guidance, techniques, and examples that can be used to enhance leadership skills. Establishes a sound philosphy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.

Details

Career Development International, vol. 4 no. 6
Type: Research Article
ISSN: 1362-0436

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