Business faculty perceptions of authentic leaders: a cross-cultural exploratory study

This study explores the concept of \u201cAuthentic Leadership\u201d from the perspective of Italian and American business school faculty. A convenience sample is utilized and it is exploratory in nature. While there is significant overlap between the cross-cultural respondents concerning the traits of authentic leaders, personal contact and experience has led the two groups to identify different examples of those who exemplify the concept. Additionally, there were differences in the type of advice the two samples would offer to those who aspire to become an authentic leader. Globally, business schools and business school faculty view it as their responsibility to integrate this concept into their teaching and classroom discussions. However, people of diverse cultures may view the construct of authentic leader differently. Consequently, an examination of what business school faculty members believe constitutes an authentic leader generally, and specifically whether those from different cultures view authentic leaders differently is warranted

Is Retention Enough? Learning and Satisfaction of First-Generation College Seniors

Progress has been made in retaining and graduating traditional-age first-generation college students at four-year institutions. First-generation students, however, often experience college differently because of external factors, which can negatively influence their learning experience and overall satisfaction. This study explored learning and satisfaction measures of seniors at a small private university in the Midwest. Using Astin’s I-E-O model (1970), the following variables were considered: precollege student characteristics (input); academic engagement, co-curricular activities, campus relationships (environment); and satisfaction, learning (outcome). The sample consisted of seniors participating in NSSE and/or ETS MAPP (n=342). Findings confirmed that first-generation students typically worked more for pay, commuted, and had greater financial need. Results of the analysis of learning and satisfaction however, indicated no difference between the two groups (

The Coming Managerial Class: Generation Z Women and Their Ethics

Peer-Reviewed Journal Article. 22 pagesA seemingly endless series of high-profile incidents involving the actions of some prominent United States and European corporate and government individuals have occurred in recent years, weakening faith in leaders, intuitions and the marketplace. This has fueled discussions concerning ethical behavior in business by those in leadership positions. These events have brought more attention to post-secondary schools of business that seek to prepare future business professionals for situations and circumstances they may face. Yet, students do not come to post-secondary intuitions as blank slates. With regard to ethics and other aspects of their moral foundation much has already been shaped and determined. The current study explores a specific cohort of these students, namely women of Generation Z who will soon begin their careers in industry and government. A good number of these women will eventually rise to significant leadership positions in their chosen fields. Results from over 250 Generation Z women participating in a Research Lab housed at a medium sized university in the southern part of the United States are presented and discussed. Specifically, the study reports on: (1) research from a number of fields addressing ethical development and systems, (2) the ethical influences on these individuals, (3) self-reported knowledge of various moral perspectives and ethical issues, and (4) their evaluations on the severity of a number of behaviors. Results are discussed in the context of how Generation Z women may manage differently than those currently holding positions of power and authority in our society

Do Italian men and women view authentic leaders differently?

The origins, nature, and value of leadership to organizations of all types have been explored in numerous academic business studies. Adding to the discussions \u2013 writers, poets, philosophers, historians, and military theoreticians have contributed their perspectives. A relatively recent development in this stream of inquiry has been the concept of the \u201cauthentic leader.\u201d Around the world there is an ongoing emergence of women as leaders. Whether assuming the responsibilities of leading organizations, social movements, or on a particular issue, women in these positions are becoming more common. In particular, Europe has witnessed the rise of women in politics, the arts, and business. Consequently, an examination of what constitutes an authentic leader generally, and specifically whether men and women view them differently, is worthwhile. The current study, exploratory in nature, examines the views of approximately 90 graduate business students at a major business school in Rome, Italy. While there is significant overlap between the genders concerning the traits of authentic leaders, personal contact and experience has led the two groups to identify different examples of those who exemplify the concept