Alien Registration- Mccann, Leo M. (Bangor, Penobscot County)

https://digitalmaine.com/alien_docs/11816/thumbnail.jp

Enacting care amid power relations : The role of ‘veiled care’ in organisational life

Traditional understandings of care-giving assume care practices are clear to others and unambiguously altruistic, reflective of the selfless and humane bearing of care professionals. However, a range of organisational research has noted the complex and often contradictory ways in which enactments of care are interwoven into organisational relations of power and control. Through a narrative analysis of interview data, our paper focuses upon practices of inaction and concealment as ‘veiled’ care set within the power-laden complexities and contested meaning-making of organisational life. Our notion of veiled care extends debates about care as a social practice in everyday work relations in two ways. Firstly, it provides a greater focus on the less discernible aspects of care-giving which are significant but possibly overlooked in shaping subjectivities and meanings of care in work relations. Secondly, it develops the discussion of the situated ambiguities and tensions in enacting care that involves overcoming care-recipient resistance and an arguably less heroic but nonetheless important objective of non-maleficence, to avoid, minimise or repair damage

Leadership lessons untold : A new history of Robert McNamara’s World Bank

Leadership education can be reductionist and facile. Recent scholarship in management and organizational history has reexamined many of the most established business school concepts and literatures, rethinking the ‘lessons’ taught from - among others - Taylor, Maslow and the Human Relations School. This paper similarly uses historical methods (oral historical and archival) to analyse the career of Robert S. McNamara, a major figure often portrayed simplistically in leadership literature. McNamara is often characterized as a ‘good manager but poor leader’, notorious for failures associated with micromanaging by questionable metrics. While this picture is partially accurate it is far from complete. McNamara’s career – for all its management failures and weaknesses - also featured many traits associated with celebrated concepts of ‘leadership’, especially during his long tenure as President of the World Bank (1968-81). We develop an historical narrative that reevaluates and updates our understanding of this comparatively unexplored latter stage of McNamara’s career. The paper argues against the construction of simplistic ‘leadership lessons’ that suffer from three weaknesses: 1) a poor grasp of historical events, 2) a weak understanding of history as a discipline, and 3) a reliance on artificial constructs and dichotomies, such as leadership (good) versus management (bad). We suggest that there is much to learn from deepening the scholarly relationship between critical leadership studies and management history

Lost in transition : the reality of reform in a local SOE in modernising China

China's SOE restructuring has always been an important challenge in the country's economic reform. However, despite a growing literature dealing with the macro perspective of China's SOE reform and the large national champions in the country, there have been few attempts to focus on the smaller local SOEs and their employees who also endured all these massive economic and social changes. This study, based on interviewing employees of a once successful small SOE in Suzhou China about their dramatic work-life changes, provides another angle to examine China's SOE reform. It also presents the impacts of the reform measures on a company and, more importantly, on its employees, by allowing the employees to make their own interpretation on the SOE reform and the changes. By doing so, it brings recognition to the employees of China's local SOEs who seemed to be ignored in past studies and connects the macroeconomic policies and reform measures in China's transitional period to a more concrete discussion of the actual individuals involved.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Placing Camelot: Cultivating Leadership and Learning in the Kennedy Presidency

The concept of ‘place’ can play a powerful role in understanding how leadership is socially constructed. This article explores the geographic, symbolic and mythic uses of place in the cultivation of a distinct leadership style around the Presidency of John F. Kennedy. It focuses on the history of a social and learning event that today might be called a leadership development programme: the ‘Hickory Hill Seminars’ of 1961-4, named after and mostly held at the specific location of Robert F. Kennedy’s home. These seminars–only lightly touched on in Kennedy-era history and leadership literatures–were semi-formal occasions organized by the historian Arthur Schlesinger that brought eminent public intellectuals of the day to present their work to the assembled group of insiders. The seminars functioned as a network in action, both cultivating and projecting certain cultural formations of leadership. Bounded by the geographic places inhabited by Washington elites, the seminars formed part of the broader construction of the symbolic place of the ‘New Frontier’ and the mythic place of ‘Camelot’. The Hickory Hill seminars were one part of a broad metaphysical canvas upon which a distinct presidential leadership style and ‘legacy’ was created. Building on critical and social constructivist perspectives, we argue that geographic, symbolic and mythic notions of place can be central to the social construction of particular leadership styles and legacies, but that these creations can be deceptive, and remain always vulnerable to critique, co-optation and distortion by opponents and rivals

Multiple paths through the complexities of globalization: : The next three years of Competition & Change

This document is the Accepted Manuscript version of the following article: Hulya Dagdeviren, Peter Lund-Thomsen and Leo McCann, 'Multiple paths through the complexities of globalization: The next three years of Competition & Change'. The final, definitive version of this paper has been published in Competition & Change, Vol 2 (1): 3-9, advanced access publication 1 February 2017. DOI: 10.1177/1024529416680875. © The Author(s) 2016. Published by SAGE Publishing, All rights reserved.Peer reviewe