The Triple Bottom Line Collaborative: CDFIs and Triple Bottom Line Lending

The TBL Scorecard, developed by the Triple Bottom Line Collaborative, is a tool used to measure what TBLC has called TBL deals. The requirement for this designation was that a TBL loan needed to have at least one metric or impact in each of the three categories of social returns: economy, equity, and environment

Economic history : The border line and the bottom line

Economic development ; Cities and towns

Leading For The Bottom Line: A View Of Leadership In A Bottom-Line Context

This paper sets out to establish and describe a new approach to leadership called Bottom Line Leadership. The essence of Bottom Line Leadership is that a leader’s most critical responsibility is to clearly identify, communicate and gain buy-in for the ultimate bottom-line objective of the organization he/she leads, subject to constraints imposed by the market and by the organization itself. In comparison to other leadership models that focus on the general attributes or behaviors characterizing effective leaders, Bottom Line Leadership emphasizes the link between an organization’s purpose and a leader’s behavior. The philosophy that serves as the foundation for this article stipulates that employees, in any type of organization, need to be crystal clear about the purpose and bottom-line objective of the organization they work for. Having this clarity of objective enables employees to not only understand the importance of an organization’s strategy and mission; it also allows them to make sound decisions in support of the organization’s goals. We believe that it is essential that leaders in organizations instill this clarity of purpose and help create the conditions that allow people to channel their energies into the appropriate activities. What results from our leadership and management research is a “virtuous circle” model coupled with a checklist that prescribes precisely what Bottom-Line Leaders do. To arrive at our model of Bottom-Line Leadership, we review the teachings of some of the most popular leadership and management thought leaders. We conclude that effective leadership actually encompasses both traditional leadership attributes (create / inspire / influence) and traditional management capabilities (deploy / control / execute). In short, what we find is that Bottom-Line Leaders instill clarity of purpose in their organization, gain commitment to the ultimate bottom-line objective, and engage employees in these efforts. They do this by deploying methods of communication, inspiration and motivation that constantly maintain a connection to, and are aligned with, the ultimate bottom-line objective the organization is striving to achieve. They also work tirelessly to ensure that employees are in a position to make decisions and take actions in manners supporting the bottom-line objective. In our view, leaders are those who do the right things right and get their people to do likewise

The bottom line.

Volume:

The Bottom Line in Greenhouse Tomato Production

Crop Production/Industries,

Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace

Given that many organizations are competitive and finance centered, organizational leaders may lead with a primary focus on bottom-line attainment, such that they are perceived by their subordinates as having a bottom-line mentality (BLM) that entails pursuing bottom-line outcomes above all else. Yet, the field is limited in understanding why such a leadership approach affects employees’ positive and negative contributions in the workplace. Drawing on social exchange theory, we theorize that supervisors high in BLM can influence employees’ felt obligation toward the bottom line, which in turn can influence employees’ task performance and unethical pro-organizational behavior (UPB). We also examine employee ambition as a moderator of this process. Using three-wave, multisource data collected from the financial services industry, our results revealed that high-BLM supervisors elevate employee task performance as well as UPB by motivating employees’ felt obligation toward the bottom line. Furthermore, we found that employee ambition served as a first-stage moderator, such that the mediated relationships were stronger when employee ambition was high as opposed to low. Our findings break away from the dominant dysfunctional view of BLM and provide a more balanced view of this mentality

Beyond the Bottom Line

Illinois Wesleyan business professors prepare their students for ethical dilemmas they may confront as corporate professionals

On the universal sl_2 invariant of ribbon bottom tangles

A bottom tangle is a tangle in a cube consisting of arc components whose boundary points are on a line in the bottom square of the cube. A ribbon bottom tangle is a bottom tangle whose closure is a ribbon link. For every n-component ribbon bottom tangle T, we prove that the universal invariant J_T of T associated to the quantized enveloping algebra U_h(sl_2) of the Lie algebra sl_2 is contained in a certain Z[q,q^{-1}]-subalgebra of the n-fold completed tensor power of U_h(sl_2). This result is applied to the colored Jones polynomial of ribbon links