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1 – 10 of 35Susan works for a small S-Corporation that is experiencing issues with its incentive program. Specifically, employees find that the company's incentive program is rather ambiguous…
Abstract
Susan works for a small S-Corporation that is experiencing issues with its incentive program. Specifically, employees find that the company's incentive program is rather ambiguous and confusing. Susan is in a position to do something about it but she is not sure what to do. Students are challenged to design an incentive program for the small company. This case exercise is appropriate for undergraduate students in Organizational Behavior or Management courses and should coincide with discussions of motivation and employee incentives. This case is based on the author's personal experiences.
Orlando J. Olivares, Gerald Peterson and Kathleen P. Hess
The purpose of this paper is to develop a conceptual framework for better understanding leadership development experiences by melding the existential‐phenomenological (E‐P…
Abstract
Purpose
The purpose of this paper is to develop a conceptual framework for better understanding leadership development experiences by melding the existential‐phenomenological (E‐P) perspective with the leadership literature.
Design/methodology/approach
This study used questionnaires to elicit leadership development experiences. A sample of US Army officers provided 117 unique experiences. Various computational methods were used to empirically determine the essential elements and structure of these experiences.
Findings
The results provide support for the proposition that beneficial experiences were rated higher than non‐beneficial experiences on five elements: challenge, self‐efficacy, sociality, relevance, and reflectivity. Four of the five elements were represented by two components: an interpersonal component (sociality and relevance), and an intrapersonal component (self‐efficacy and challenge). A fifth element, reflectivity, was related to, but distinct from, both components. Reflectivity may bridge or connect the intrapersonal and the interpersonal components.
Research limitations/implications
The research was limited to a sample of US Army officers. Future research should seek to replicate the findings in larger and more diverse samples, for example, the private sector. These efforts are currently planned.
Practical implications
The conceptual framework and method for understanding experiences that facilitate leadership development can be used by any organization. The present framework and findings are consistent with other approaches to leadership development (e.g. the competency approach).
Originality/value
This study used a unique and tractable approach for understanding leadership development experiences. The elements and structure of beneficial experiences were empirically determined using a number of computational methods; heretofore, this has not been done.
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C. Shawn Burke, Kathleen P. Hess and Eduardo Salas
Adaptive capacity has commonly been defined as the “general ability of institutions, systems, and individuals to adjust to potential damage, to take advantage of opportunities, or…
Abstract
Adaptive capacity has commonly been defined as the “general ability of institutions, systems, and individuals to adjust to potential damage, to take advantage of opportunities, or to cope with the consequences” (http://www.greenfacts.org). Adaptive capacity is herein described as the ability to facilitate the process of adaptive team performance and the resulting outcome of team adaptation (see Stagl, Burke, Salas, & Pierce, this volume). More specifically, although often spoken of with regard to environmental and global changes, it is spoken of here with regard to the ability of individuals (and correspondingly teams) to recognize and understand contextual changes, dynamically revise and implement plans accordingly, and learn from each implementation so as to be better prepared in the future.
This chapter traces an emerging place-based governance region and identity centered on the California Current large marine ecosystem, which takes in the states of Oregon…
Abstract
This chapter traces an emerging place-based governance region and identity centered on the California Current large marine ecosystem, which takes in the states of Oregon, Washington, California, First Nations, and the federal government branches and agencies responsible for west coast ocean governance. These efforts have been fostered by Executive Orders aiming to coordinate the work of federal agencies responsible for governing the ocean and have been realized in the human and ocean data networks, and working forums of government representatives from the state, federal, and First Nations governments. My analysis brings science and technology studies, law and society studies, and anthropological ethnographic practice into conversation through an exploration of the bureaucratic socialities that are challenged with grappling with the social and ethical ramifications of unpredictable ocean conditions due to impending climate change and increased human uses.
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Kathleen M. Haywood, Kimberly R. Allen and Felicita A. Myers
Professional practice doctorates have learning outcomes and capstones that are very different than research doctorates. One type of capstone suited to a professional doctorate is…
Abstract
Professional practice doctorates have learning outcomes and capstones that are very different than research doctorates. One type of capstone suited to a professional doctorate is a client-based dissertation in practice (DiP). In this type of capstone, students address a problem of practice faced by an institution or program (the client) in the student’s area of professional practice. Client-based problems of practice have the advantage of being authentic problems whose solution can have a positive impact on the client and those served by the client. For students, the scope of work to be done for the client includes: assessing the current practice; conducting a review of literature to identify best practices; gathering stakeholder perspectives; developing a strategic plan with proposed solutions or interventions; piloting elements of the proposed solution; and maintaining communication with the client. A case is described in which a student work team first authored an invitation to potential clients to propose a problem and then selected a client whose problem of practice was addressed as the DiP.
Camila Alejandra Vargas Estay, Noelia Carrasco Henríquez, Víctor Manuel Vargas Rojas and Luis Gatica Mora