Proving Yourself: How Top Executives Relate Their Leadership Experience

We asked 30 top executives (CEOs, COOs, and Presidents) to describe their paths to and in office. Our purpose was to explore how executives practice leadership in the way they discuss their experience. We identified three structures that interviewees used: the full proof, a thesis statement backed by evidence; the narrative plot, a trajectory toward a goal; and the signature story, a defining leadership experience. We argue that structuration proves leadership; that is, full proofs and narrative plots communicate dependability and signature stories convey realism. We also constructed paradigmatic narratives or representative experiences of leadership, which suggest an experiential curriculum of leadership. Our findings show ways of working with experience in order to communicate leadership

Tax return as a political statement

The accuracy of a tax return is usually interpreted as an outcome of the tax evasion decision by an individual. However, in non-democratic regimes with predatory blackmail tax systems it is possible that large sums voluntarily reported by influential politicians or businessmen may be used as political statements. By openly acknowledging one's personal income an individual can signal the strength of one's position, or, on the contrary, the submissiveness to the political leadership. In this paper we explore the idea of the tax return as a political statement and test it using a unique dataset of the tax returns filed by the Russian regional governors and the members of their families for the year 2009. Our results conjecture that Russian governors may deliberately file their tax return as a political statement to signal their strength vis-à-vis the central government. --tax compliance,communication in non-democracies,Russian regions

Negativity Bias in Investors’ Reactions to Board of Directors’ Risk Oversight Disclosure

This study investigates how disclosure of the board of directors’ leadership and role in risk oversight (BODs oversight disclosure) influences investors’ judgments when information on risk exposures is disclosed. The theoretical lens through which we examine this issue involves negativity bias. Sixty-two stock market investors who engage in the evaluation and/or investment of stocks on a regular or professional basis participated in our study. Our results reveal that the addition of BODs oversight disclosure (positive information) does not carry significant weight on investor judgments (i.e., attractiveness and investment) when financial statement disclosures indicate a high level of operational and financial risk exposures (negative information). In contrast, under the condition of a low level of risk exposures, BODs oversight disclosure causes investors to assess higher risk in terms of worry, catastrophic potentials and unfamiliarity about risk information and, in turn, make less favorable investor judgments. Our findings add to the literature on negativity bias and contribute to the debate on the usefulness of disclosures about risk

A Statement of Moral Purpose: The 1948 Genocide Convention

Genocide was declared an international crime in 1946. In response to this declaration, the Convention on Prevention and Punishment of the Crime of Genocide was adopted in 1948. Although 28 years have passed, the United States has not yet determined its position, with respect to the Convention and this international compact is still pending before the Senate. This article is concerned primarily with the probable impact of the United States\u27 position on the Genocide Convention in light of international law and relations. The body of the Convention is discussed and analyzed along with three proposed United States\u27 understandings. It is argued that, as the United States is now reestablishing its moral leadership in the world, ratification of the Genocide Convention is in our national interest as a statement of faith in our national principles and of the readiness to develop international law on human rights

U.S. Agency for International Development (USAID) Risk Appetite Statement

The purpose of this Risk Appetite Statement (hereinafter “Statement”) is to provide U.S. Agency for International Development (USAID) staff with broad-based guidance on the amount and type of risk the Agency is willing to accept – based on an evaluation of opportunities and threats at a corporate level, and in key risk categories – to achieve the Agency’s mission and objectives. This Statement is a critical component in USAID’s overall effort to achieve effective Enterprise Risk Management (ERM), and the leadership of the Agency will review and update it annually as the ERM program matures and our needs evolve

Report of the President / March 11, 2020

Leadership Matters This report provides the Board of Trustees with information regarding Academy activities and the progress that we are making toward achieving our IMSA Impact and Outcomes Statement and Priority Outcomes. I organize the Report of the President, where appropriate, around the IMSA Impact and Outcomes document: Three pillars: STEM Teaching and Learning Operational Capacity Stakeholder Engagement One Strategy—Strengthen Employee Engagement And two priorities for Academic Year 2019-2020 Advance equity and excellence-- Supports IMSA Impact and Outcomes Statement Implement our Global Strategy (formerly international Strategy and includes Innovation Campus, Phase 1) --Supports IMSA Impact and Outcomes Statement I provide information, updates and general observations with IMSA stakeholders, including IMSA employees, students, and parents via my Personal Reflections throughout the year

[Chapter 1 from] The Power of Invisible Leadership: How a Compelling Common Purpose Inspires Exceptional Leadership

A powerful force draws people to leadership in countless businesses, nonprofits, government agencies, and social movements—we call it invisible leadership. Invisible leadership embodies situations in which dedication to a compelling and deeply held common purpose is the motivating force for leadership. Common purpose is more than a mission statement. It is a profound sense of common destiny, a life course or calling, aligned with a mission that resonates profoundly with our values and our sense of ourselves and others. This readable, research-based book shows readers how invisible leadership exists in the space between leaders and followers, artists and subjects, and purposes and people. Rather than reinforcing the idea that leadership is embodied in celebrity leaders or in gifted and charismatic individuals, the well known and highly admired authors of this insightful new book identify “charisma of purpose” as the motivating force for invisible leadership. A brief discussion of how invisible leadership impacts businesses, nonprofits, government agencies, and social movements guides the reader toward an understanding of the antecedents and possibilities of this way of thinking.https://scholarship.richmond.edu/bookshelf/1012/thumbnail.jp

Report of the President / January 15, 2020

Leadership Matters This report provides the Board of Trustees with information regarding Academy activities and the progress that we are making toward achieving our IMSA Impact and Outcomes Statement and Priority Outcomes. I organize the Report of the President, where appropriate, around the IMSA Impact and Outcomes document: Three pillars: STEM Teaching and Learning Operational Capacity Stakeholder Engagement One Strategy—Strengthen Employee Engagement And two priorities for Academic Year 2019-2020 Advance equity and excellence-- Supports IMSA Impact and Outcomes Statement Implement our Global Strategy (formerly international Strategy and includes Innovation Campus, Phase 1) --Supports IMSA Impact and Outcomes Statement I provide information, updates and general observations with IMSA stakeholders, including IMSA employees, students, and parents via my Personal Reflections throughout the year

Report of the President / January 20, 2021

Leadership Matters This report provides the Board of Trustees with information regarding Academy activities and the progress that we are making toward achieving our IMSA Impact and Outcomes Statement and Priority Outcomes. I organize the Report of the President, where appropriate, around the IMSA Impact and Outcomes document: Three pillars: STEM Teaching and Learning Operational Capacity Stakeholder Engagement One Strategy—Strengthen Employee Engagement And two priorities for Academic Year 2020-2021 Advance equity and excellence-- Supports IMSA Impact and Outcomes Statement Implement our Global Strategy (formerly international Strategy and includes Innovation Campus, Phase 1) --Supports IMSA Impact and Outcomes Statement I provide information, updates and general observations with IMSA stakeholders, including IMSA employees, students, and parents via my Personal Reflections throughout the year

Report of the President / November 20, 2019

LEADERSHIP MATTERS This report provides the Board of Trustees with information regarding Academy activities and the progress that we are making toward achieving our IMSA Impact and Outcomes Statement and Priority Outcomes. I organize the Report of the President, where appropriate, around the IMSA Impact and Outcomes document: Three pillars: STEM Teaching and Learning Operational Capacity Stakeholder Engagement One Strategy—Strengthen Employee Engagement and IMSA’s two priorities for Academic Year 2019-2020 Advance equity and excellence-- Supports IMSA Impact and Outcomes Statement Implement our Global Strategy (formerly international Strategy and includes Innovation Campus, Phase 1) --Supports IMSA Impact and Outcomes Statement I provide information, updates and general observations with IMSA stakeholders, including IMSA employees, students, and parents via my Personal Reflections throughout the year