Holistic Leadership: A Model for Leader-Member Engagement and Development

Dr. Candis Best explores the theory of holistic leadership and further provides the model and framework for it to be empirically tested. At present, Best opines that holistic leadership produces leadership which supports the development of self-leadership capacity while preparing participating members for the exercise of increasing levels of self-determination and participatory decision-making

Meaning Management: A Framework for Leadership Ontology

Leadership is a multifaceted and complex subject of research and demands a sound ontological stance that guides studies for the development of more integrative leadership theories. In this paper, I propose the leadership ontology PVA (perception formation – value creation – achievement realization) and associate it with the two existing leadership ontologies: TRIPOD (leader – member – shared goals) and DAC (direction – alignment – commitment). The leadership ontology PVA, based on a new theory called “meaning management,” consists of three circularly supporting functions: cognitive function to form perception, creative function to generate value, and communicative function to realize higher levels of achievement. The PVA is an epistemology-laden ontology since the meaning management theory allows one to make propositions that explicitly link its three functions with the leadership outcomes: perception, value, and achievement. Moreover, the PVA leadership ontology transcends and includes both the conventional TRIPOD ontology and the DAC ontology

The performance of modified jatropha-based nanofluid during turning process

The industry's extensive use of petroleum-based metalworking fluid (MWF) harms the environment and humans. The production of bio-based MWF, especially from crude jatropha oil (CJO), has therefore taken numerous initiatives. This aimed to formulate newly modified jatropha oil (MJO) with the addition of 0.05wt.% hBN and 0.05wt.% MoS2 as the nanofluid for MWF. The performance of the nanofluids was determined through the turning process in terms of cutting temperature, workpiece surface roughness, tool life and tool wear of the tool lubricated by the nanofluids. The performance of the nanofluid samples was compared with the synthetic ester (SE). From the results, after conducted 100mm axial cutting length MJO+hBN+MoS2 recorded the lowest in cutting temperature and surface roughness compared to all samples. The result shows that MJO+hBN+MoS2 has longer tool life (6500mm) compared to SE (6000mm). Abrasion and adhesion were observed as the dominant tool wear mechanism. In conclusion, MJO+hBN+MoS2 shows better machining performance and has the potential to be an environmentally friendly metalworking fluid

Team Learning: A Theoretical Integration and Review

With the increasing emphasis on work teams as the primary architecture of organizational structure, scholars have begun to focus attention on team learning, the processes that support it, and the important outcomes that depend on it. Although the literature addressing learning in teams is broad, it is also messy and fraught with conceptual confusion. This chapter presents a theoretical integration and review. The goal is to organize theory and research on team learning, identify actionable frameworks and findings, and emphasize promising targets for future research. We emphasize three theoretical foci in our examination of team learning, treating it as multilevel (individual and team, not individual or team), dynamic (iterative and progressive; a process not an outcome), and emergent (outcomes of team learning can manifest in different ways over time). The integrative theoretical heuristic distinguishes team learning process theories, supporting emergent states, team knowledge representations, and respective influences on team performance and effectiveness. Promising directions for theory development and research are discussed

TECHNOLOGY ACCEPTANCE IN A MANDATORY ENVIRONMENT: A TEST OF AN INTEGRATIVE PRE-IMPLEMENTATION MODEL.

Technology acceptance has been studied extensively within the IS discipline. The introduction of the technology acceptance model (TAM) has given researchers the opportunity to produce a vast body of knowledge; however, existing gaps within the technology acceptance literature warrant further investigation of these understudied areas. Namely, few if any have studied end users’ acceptance of newly implemented technologies within organizational contexts before end-users start using the technology. Additionally, leadership is one of the areas that has not yet been sufficiently integrated with the technology acceptance literature. The Leader-Member Exchange (LMX) theory with its roots in the social exchange theory offers us an opportunity to investigate an overlooked facet of the social influence processes, specifically, the role of the direct leader (i.e. supervisor) as it relates to technology acceptance. In this research LMX, which captures the quality of the relationship between employees and their supervisors, is introduced as a moderating variable for many of the research model’s relationships. Thus, by integrating variables from multiple relevant literatures, this research attempts to answer this research question: Will the introduction of a richer model for technology acceptance in a mandatory adoption environment, specifically in the pre-implementation phase, allow us to capture and account for the complexities of organizational technology implementations? The research model was tested in an organizational setting where a new Content Management System was being implemented. One of the study’s major findings is that it reveals a relatively different pattern of relationships between the variables within the context of this research. A majority of the hypotheses were supported and the model has displayed relatively large explanatory and predictive power. LMX’s moderating role also highlighted the important role that direct supervisors play in the acceptance process; support was found that LMX strengthens the relationship between supervisor influence and behavioral intention, Perceived Behavioral Control, Appropriateness, Perceived Usefulness, Valence, and Perceived Ease of Use

Work, authority and participation : the scenario of circular organizing

Two antagonistic tendencies in the way work is organized can be observed in Europe and the North-American continent. First, there is the growing tendency toward more efficient and flexible modes of organizing by way of a clear (re)distribution of authority. At the other hand, the importance of participation and cooperation in the workplace is growing, also in view of ideas about empowerment, organizational democracy, and self-management. The purpose of this paper is to explore the possibility of organizing work in a circular manner, based on a synthesis of traditional and participative work relationships. Circularity implies that an ultimate authority in the workplace is absent and each member of the organization can participate directly or through representation in decision-making. Design precepts for organizing in a circular manner are discussed, and some implications for the role of authority and participation in the (postmodern) workplace are explored.labour economics ;

Team Learning, Development, and Adaptation

[Excerpt] Our purpose is to explore conceptually these themes centered on team learning, development, and adaptation. We note at the onset that this chapter is not a comprehensive review of the literature. Indeed, solid conceptual and empirical work on these themes are sparse relative to the vast amount of work on team effectiveness more generally, and therefore a thematic set of topics that are ripe for conceptual development and integration. We draw on an ongoing stream of theory development and research in these areas to integrate and sculpt a distinct perspective on team learning, development, and adaptation

Making and Breaking Impasses in International Regimes. The WTO, Seattle and Doha

WTO; international agreements; international trade; governance