Economics education and value change: The role of program-normative homogeneity and peer influence

In the light of corporate scandals and the recent financial crisis, there has been an increased interest in the impact of business education on the value orientations of graduates. Yet our understanding of how students' values change during their time at business school is limited. In this study,weinvestigate the effects of variations in the normative orientations of economics programs. We argue that interaction among economics students constitutes a key mechanism of value socialization, the effects of which are likely to vary across more-or-less normatively homogeneous economics programs. In normatively homogeneous programs, students are particularly likely to adopt economics values as a result of peer interaction. We specifically explore changes in power, hedonism, and self-direction values in a 2-year longitudinal study of economics students (N 5 197) in a normatively homogeneous and two normatively heterogeneous economics programs. As expected, for students in a normatively homogeneous economics program, interaction with peers was linked with an increase in power and hedonism values, and a decrease in self-direction values. Our findings highlight the interplay between program normative homogeneity and peer interaction as an important factor in value socialization during economics education and have important practical implications for business school leaders

Global leadership : key concepts and frameworks

This chapter provides an overview of key concepts and frameworks relating to global leadership. Spencer-Oatey starts by considering a range of definitions of leadership and then, drawing on those various definitions, argues that the enactment of leadership is a multiplex involving four key elements: leader, followers, purpose, and context. She explores each of these facets in turn, illustrating how they interact dynamically. She draws particular attention to the leader-follower relational dynamic and explains how Redeker et al’s (2014) leadership circumplex, which was used in case study data collection, can offer helpful insights. The chapter ends by considering the notion of global leadership and by touching on the various routes that people can take to develop into a global leader. Keywords: Defining leadership; leadership multiplex; leaders and followers; leaders and context/purpose; global leadershi