Explore the vast range of titles available.

Leadership has become a more popular term than management, even though it is understood that both phenomena represent important organizational behaviors. This paper focuses on empathy in leadership, and presents the findings of a study conducted among business students over the course of 3 years. Finding that empathy consistently ranked lowest in the ratings, the researchers set out to discover the driving motives behind this invariable trend, and conducted a second study to obtain opinions about possible underlying factors. The paper presents the findings of both studies, as well as literature reviews on the differences between management and leadership, a historical overview of leadership, a reflection of 21st century leadership, the ongoing debate on the effects of corporate psychopaths on ethical performance, and scholars' perception on empathy in corporate leadership. The findings indicate the need for a paradigm shift in corporations as well as business schools in regards to leaders' required skills, and suggest a proactive approach from business faculty to change the current paradigm.

Contemporary performance, whether personal or professional, is marked by transparency. Through everevolving technology, the concept of sharing insights, practices, and knowledge has become more of a norm than an exception in our times. The quest for increased transparency has not omitted organizational performance. This article reviews transparency in different formats and contexts of human performance, examining its advantages and disadvantages and considering various manifestations of the phenomenon in voluntary versus involuntary forms- as a source of mistrust and social shaming, as a performance booster, as a way of exerting control, as a public relations mechanism, as a revenue enhancer, and as a moral quandary.

Purpose Strengthening awareness about the importance of mindfulness practices in business education and performance toward greater societal appreciation and compassion. Design/methodology/approach General Review: A Synthesis of Literature and Practice Findings The need to include mindfulness practices is not merely a wave in today’s era, but a well-considered shift that has already proven its advantage to business entities and their leaders. Practical implications The examples shared in this article are aimed to ignite interest about ways we can move toward cultivating awareness in making business a practice that is not merely profitable, but also socially constructive. Originality/value Four mindfulness enhancing practices are shared for possible implementation

The purpose of this paper is to encourage scholars and practitioners of leadership to expand beyond the boundaries of existing theories to bring current and emerging viewpoints into their considerations. As an example, this article expands on Bolman and Deal's (2008) four leadership frames (structural, human resource, political, and symbolic), and explores three alternative viewpoints as a means of reassessing our perspectives in leading. The viewpoints are empathy, emotional intelligence, and social responsibility. The authors created a survey with three open-ended questions to find out what undergraduate and graduate management students felt about the three viewpoints. A review of literature serves as foundation to the viewpoints and frames discussed in this article. The study findings generally support the use of additional (more timely) mindsets for leaders in reviewing and understanding their organization's and their own performance. A majority of respondents reflected positively on empathy, emotional intelligence, and social responsibility as leadership elements.

Purpose – The purpose of the paper is to share practices with other scholars who are on the outlook for different, more rewarding ways of facilitating formal management education, and to invite feedback and additional suggestions from colleagues in formal and informal educational settings about additional approaches that make a positive difference. Design/methodology/approach – The paper is structured in a sequential format, presenting the three contributors’ practices in separate sections, yet unifying them through a coherent structure of a brief course description, a description of the creative infusion, and some sample implementations. Findings – Management courses that focus on creativity, involvement, interaction, and a trans-disciplinary approach, ensure greater cohesion between left- and right-brain thinking. Practical implications – Management in an increasingly diversifying yet intertwining work environment brings along challenges that have not been encountered before. Some teaching scholars in higher education consider this challenge problematic, but others perceive it as a wonderful opportunity toward more effective and rewarding approaches to learning and communicating. Originality/value – This paper presents a valuable piece of evidence, albeit on a minute scale, that scholars who engage in practice-based management education and include elements from the real world in their courses, experience enhanced gratification within themselves and from their students.

Purpose - The purpose of the paper is to share practices with other scholars who are on the outlook for different, more rewarding ways of facilitating formal management education, and to invite feedback and additional suggestions from colleagues in formal and informal educational settings about additional approaches that make a positive difference. Design/methodology/approach - The paper is structured in a sequential format, presenting the three contributors' practices in separate sections, yet unifying them through a coherent structure of a brief course description, a description of the creative infusion, and some sample implementations. Findings - Management courses that focus on creativity, involvement, interaction, and a trans-disciplinary approach, ensure greater cohesion between left- and right-brain thinking. Practical implications - Management in an increasingly diversifying yet intertwining work environment brings along challenges that have not been encountered before. Some teaching scholars in higher education consider this challenge problematic, but others perceive it as a wonderful opportunity toward more effective and rewarding approaches to learning and communicating. Originality/value - This paper presents a valuable piece of evidence, albeit on a minute scale, that scholars who engage in practice-based management education and include elements from the real world in their courses, experience enhanced gratification within themselves and from their students.

What makes an effective leader? Why is culture referred to as \"the software of our minds\"? How do we recognize an effective leader? What qualities do we hope to find in our \"idealized\" leader? Are our perceptions on leadership culture-bound? To achieve a more complete and accurate view of different cultures and their beliefs in the nature of humankind, as well as their leadership perspectives, this study first identifies a comprehensive inventory of leadership practices and attributes and then tests the bonds between leadership theory and cultural roots. Through a questionnaire designed for this study, participants from 19 different backgrounds expressed their perceptions of effective leaders. Preliminary results from the study suggest that perceptions of preferred leaders differ based on respondents' cultural background, age, and education - but not on their gender. By comparing and contrasting the cultural frameworks of leadership values and drawing conclusions as to a relationship between leadership expectations and culture, we contribute to understanding the importance of workforce diversity, attention to other cultures, and to the appreciation of the potential opportunities in cross-cultural communication. [PUBLICATION ABSTRACT]

Six Sigma, emotional intelligence, and workplace spirituality each represent areas of intense research as well as practical application. Each of these topics also seems to be gaining ground in our increasingly diversifying contemporary work environment. Why is that? Should these phenomena all be seen as distinctive elements, or is there an interconnected approach possible? This paper reviews that option. First, an overview is provided of each of these phenomena as elements in the organizational setting. Subsequently, the phenomena are linked in a conclusive section, illustrated with a figure to enhance readers' understandability. [PUBLICATION ABSTRACT]

Economic value of Emotional Intelligence (EI) has been mentioned extensively in recent organizational behavior research. In the age of information and highly specialized work teams, EI is becoming a vital skill as people must accomplish their work by collaborating with each other, and their ability to communicate effectively becomes as critical, if not more critical, as technical skills and capabilities. What is known about Emotional Intelligence (EI)? Is it a skill, an aptitude, or a combination of both? What does a high EI score predict? Which measurement instruments are most effective in predicting social behaviors, academic performance, and overall life outcomes? Existing theory on EI can be divided into two dominant schools of thought. The \"purist\" position, espoused by Mayer and Salovey and their colleagues, considers EI an ability similar to spatial or verbal skills. \"Emotional Intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth\" (Mayer & Salovey, 1997). The mixed model, supported by Bar-On and Goleman, combines emotional processing with personality aspects such as optimism and persistence. This research examines the concept of EI in conjunction with organizational behavior, education, and training for enhanced emotional knowledge within businesses and academic organizations. The role of an emotional quotient is considered in management effectiveness, together with implications for schools.