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Kim Cameron and Robert Quinn are two widely admired world class scholars at the University of Michigan’s Ross School of Business. The purpose of this paper is to explore their personal views about positive leadership and added values over the traditional approach to organizations and leadership.

This interview was designed to obtain personal insights to positive leadership from world renowned leadership scholars.

Most people do have something to give that is worthwhile, when they address the question of positive leadership over traditional leadership. The moment we orient people to their highest purpose, there is an incentive for them to close their integrity gap.

Obtaining personal insights from lifelong scholars of leadership by means of personal interviews is paramount in the professional field of leadership.

This study explores how dimensions of organizational culture are related to performance in a sample of Christian churches. Alternative models of the relationships of four dimensions of organizational culture with multiple measures of church performance were explored using data provided by staff and pastors describing 53 Christian churches. We identified a model that fit the data very well in which the relative strength of four organizational cultural dimensions are predictors of the levels of seven alternative measures of church performance covering membership growth, constituent satisfaction, staff and constituent learning and development, and internal business processes. Church leaders desiring to improve performance could consider focusing on strengthening the culture dimensions that may be related to each area of church operations.

Analysis of organizational decline has become central to the study of economy and society. Further advances in this area may fail however, because two major literatures on the topic remain disintegrated and because both lack a sophisticated account of how social structure and interdependencies among organizations affect decline. This paper develops a perspective which tries to overcome these problems. The perspective explains decline through an understanding of how social ties and resource dependencies among firms affect market structure and the resulting behavior of firms within it. Evidence is furnished that supports the assumptions of the perspective and provides a basis for specifying propositions about the effect of network structure on organizational survival. I conclude by discussing the perspective's implications for organizational theory and economic sociology.

This paper broadens and extends the idea of organizational death by arguing that certain organizational site moves, those in which employees hold a strong place attachment to the to be left, are a form of organizational death. It argues for the utility of viewing organizational change as involving loss and including space in studies of everyday organizational experiences. Using ethnographic research (participant‐observation and in‐depth interviews with the employees) of one such organization (the “Coffee House”) and a negotiated‐order perspective, discusses employee beliefs as to how the site move should have been managed as a means to document their understanding of the move as a loss experience and as a form of organizational death.

The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of this paper is to assess the organisational culture profiles of Indonesian construction companies, and to examine the influence of the companies’ organisational culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables.

The methodology employed a survey questionnaire of construction industry practitioners who have experience in building and civil engineering works. The Organizational Culture Assessment Instrument was selected due to its suitability in assessing organisation’s underlying culture.

Within the examination among the QMS variables, it was found that problematic issues associated with the implementation of QMS-ISO 9001:2008 in Indonesian construction companies can affect the implementation of the QMS and contribute to the lower level of companies’ business performance. It was also found that there is no significant relationship between the QMS implementation and the companies’ business performance. By using the Competing Values Framework diagram, it was found that most of the construction companies’ organisational culture is characterised by a Clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s success is defined; the leadership style is Hierarchy-focused, while the organisation’s strategy is Market type. It was also found that different culture profiles have different influences on the QMS implementation.

A strong mixed Hierarchy and Market culture needs to be developed within the construction companies in Indonesia, as the driver to support proper and successful implementation of their QMS in order to enhance business performance in a quality performance-oriented Indonesian construction industry.

Leadership educators teach Transformational Leadership Theory in their classrooms, but could transformational theory be used as a pedagogical model to deepen students’ understanding of leadership? This article presents Erin Gruwell, a first-year teacher at Woodrow Wilson High School in Long Beach and subject of the 2006 movie The Freedom Writers, as a case study where an educator practiced the components of transformational leadership in the classroom to transform students’ lives. Gruwell used idealized influence, inspirational motivation, intellectual stimulation, and individual consideration to transform a classroom of gang members into a community of scholars and authors. Following the case examples, leadership educators are provided examples of how to incorporate the four components of transformational leadership in their instructional methods. The purpose is to not only demonstrate the theory in action, but to deepen students’ learning of leadership theory.

The purpose of this research is to propose and empirically test hypotheses concerning the influence of leadership behaviors on interpersonal perceptions of trustworthiness.

Survey research is employed to assess the dimensions of leadership behavior and dimensions of trustworthiness and to determine the relationships among the leadership behavior dimensions and trustworthiness dimensions.

Factor analyses support previous research advocating three dimensions of leadership behavior (relationship development, resource utilization, and image management) and three dimensions of trustworthiness (ability, benevolence, and integrity). A structural model (LISREL), testing the relationship among the three leadership behavior dimensions and the three trustworthiness dimensions, shows that image management influences perceptions of all three dimensions of trustworthiness, and relationship development influences the benevolence dimension of trustworthiness. Using analysis of variance, the research finds that younger individuals view leaders as being more trustworthy than older individuals do.

The limitations of this study include a survey research methodology and a sample of university students.

There are consequences to leaders' actions. This study shows that perceptions of trustworthiness can be influenced by leadership behavior.

Past research suggests that trustworthiness is an important component of a successful organization. This research supports the hypothesis that leadership behavior affects perceptions of trustworthiness, which is important to researchers and managers interested in how the behaviors of leaders influence other areas of the organization.

This study examines the relationship between the use of management controls and the perception of meaningful work. Meaningful work is an important driver of individual performance of managers, and employees and can be enabled by sufficient use of management controls. The purpose of this paper is to address this issue.

Based on bibliometric analyses and a structured literature review of academic research studies from the organizational, management and accounting literature, the authors develop a conceptual model of the relationship between the use of management controls and the perception of meaningful work.

First, the authors propose that the use of formal management controls in a system (i.e. the levers of the control framework) is more powerful than using unrelated formal controls only. Second, they suggest that the interaction of a formal control system together with informal controls working as a control package can even stretch the perception of meaningful work. Third, they argue that the intensity of the control use matters to enhance the perception of meaningful work (inverted u-shaped relationship).

This study presents the first conceptual model of the relationship between the use of management controls and the perception of meaningful work. It provides valuable implications for practice and future research in the field of performance management.

For half a century, experts have offered leaders a standard model of how to transform organizations. It involves unfreezing them, developing a clear picture of the future, managing to make the picture a reality, and then changing systems to support the new ways. However, studies have shown that transformation does not always follow this script. This paper aims to look at four alternatives.

This paper reviews more than 50 well documented transformations and compares them to both the standard model and non‐mainstream ideas about transformation

The paper offers a guide to five distinct, reproducible ways of radically altering organizations: the standard model process (“holism”), transformation through the ambidextrous form, transformation through acquisition/restructuring, the Collins “Good‐to‐great” process, an improvisational transformation process. Hybrid approaches are discussed.

Providing a comprehensive guide to corporate transformation is a problematic undertaking. The authors could not review every case study of transformation, so they cannot say with certainty that their list of documented transformation methods is all‐inclusive. However, their survey gave them good reason to believe these are the five best‐documented transformation processes.

The paper explains the important advantages of each approach to transformation that make it appropriate for particular purposes.

When organizations need radical change, leaders need to understand the strengths and weaknesses of all five well‐documented alternative paths to transformation.

Teaching complex economic theories can be made relevant through everyday life experiences and current economic, social, and environmental crises can be used as vehicles for student learning. The purpose of this paper is to help students understand that the economy should be seen as a social system that evolves over time driven by conflictive and contradictory forces and enable them to develop the critical thinking skills needed to make better choices for a more equitable and sustainable future.

The paper reviews the historical role played by neoliberalism on education in general and on the teaching of economics in particular. A historical/critical/action-learning approach discusses five pedagogical teaching methods that have been implemented in undergraduate economics courses and demonstrates how teaching social economics can be made possible by bringing the real world into the classroom and taking the classroom into the real world.

There is an urgent need to rethink the teaching of economics and the economics curriculum from one that stresses self-interest, profit maximization and cost minimization, to one that stresses cooperation, collaboration, fairness, and ethical values rather than economic value, as ways of satisfying society’s needs and addressing systemic issues of inequality, power and greed. Bringing teachers and students together in collaborative learning environments, thereby learning from the mistakes of the past and minimizing the impacts of the present so that future generations can also participate, is the much-needed change in how social economics can be taught post-financial crisis.

This paper is a response to the special issue on the theme teaching social economics during the global financial crisis. The authors have provided insights into their teaching pedgagogy in the context of this topic.