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The development of managerial culture : a comparative study of Australia and Canada
\"The Development of Managerial Culture examines the differences in underlying values and cultural distinctions in managerial cultures in Australia and Canada. Despite a similar history of British colonial origins in Australia and Canada and despite both countries receiving English, Scottish and Irish immigrants, differences in management culture can be attributed, in large part, to the impact of the influence of the greater numbers of Irish-Catholic migrants to Australia. This book argues that Canada, lacking the 'Irish factor' in its cultural and socio-political development, derived much of its business culture from British colonial traditions. The Development of Managerial Culture offers a valuable commentary on differences in attitudes to managerial culture and industrial relations in both Canada and Australia. However, it remains a comparative study of national character development as a whole, in order to provide necessary context and insight for readers\"-- Provided by publisher.
Book
Religion and contemporary management
Though few might think of Moses as a ‘leader’ or even a ‘manager’ in the contemporary sense, Moses –among the most significant leaders in Western civilization – is arguably the quintessential example of leadership from whom much can be learned by people entering and occupying leadership positions.
eBook
LEADERS AND MANAGERS
British leadership scholar Christopher Bones points out that leaders of modern organizations, particularly leaders of human resource departments, tend to blend notions of effective management and leadership without even realizing it. He cites a recent UK study on training needs that identified a series of problems related to leadership skills where the list of identified gaps included problems with people management, performance management, change management, strategic thinking, coaching and mentoring, communication/interpersonal skills and innovation—“skill gaps,” which Bones stresses do not “address the fundamentals of leadership; all are skills we require in managers at just about every level of the
Book Chapter
HEROISM, CHARISMA AND THEIR LIMITATIONS
Sigmund Freud maintained that “the great man influences his contemporaries in two ways: through his personality and through the idea for which he stands.”¹ Yet, according to James MacGregor Burns, in Freud’s viewing Moses through the lens of the Great Man, whose personality and strongly held beliefs not only underscored the view that “Moses was one of the first of the towering ‘charismatic’ leaders,” the essence of what Freud captured was “Moses’ greatness and an ambiguity in the concept of charisma that has clouded understanding of the ‘hero in history’ to this day.”² While aspects of the heroic and the
Book Chapter
DEFINING LEADERSHIP
Winston Churchill stressed in his 1931 article that Moses is among the preeminent figures in the Hebrew Bible. Throughout the history of Western civilization, Moses not only maintains a prominent position in the monotheistic tradition—particularly respected by adherents of Judaism, Christianity and Islam—but also stands as a figure of influence in secular life through his example as a leader of the ancient Israelites.¹
According to Jewish tradition, Moses is considered to be the greatest prophet. So significant is Moses to Judaism that, in his Thirteen Principles of Faith , the great Jewish philosopher, physician and rabbi Moses ben
Book Chapter
ANCIENT LEADERSHIP FOR PRESENT TIMES
Leadership has become one of the key buzzwords in contemporary business, politics and organizations of every type, including the nonprofit, educational and public administration sectors. While modern leadership theorists suggest various models, traits and approaches to leadership behavior that purport novelty, as Ecclesiastes famously reports, “There is nothing new beneath the sun!”¹ The truth is that, while current leadership and management vocabulary might differ from the Torah, many of the notions advocated by contemporary leadership theorists appear to emulate major behaviors, traits, functions, experiences and actions ascribed to Moses in the first five books of the Hebrew Bible.
Few might
Book Chapter
MOSES’ ESSENTIAL LEADERSHIP SKILLS
Transformational leadership tends to reflect visionary leadership because of its focus on the larger picture, combined with the leader’s ability to inspire people to work toward the achievement of a particular organizational vision. Empowerment helps foster leadership ability in those who receive delegated authority, and is a management tool that can contribute to effective leadership. Moses both empowered people and provided a vision and shared a mission statement, actions that remain essential for leadership success. Moreover, effective leadership requires trust that leaders must earn, asserts Peter Drucker, “otherwise there won’t be any followers,” and, for Drucker, “the only definition of
Book Chapter
ASSESSING MOSES’ LEADERSHIP STYLE
Leadership has very ancient roots, and Moses is arguably among the best biblical prototypes for effective contemporary leaders. The ancient rabbis were certainly convinced as the following Midrash speaks well of Moses’ character and leadership qualities:
[When Moses shepherded the flocks of Jethro,] he used to stop the bigger sheep from grazing before the smaller ones, and let the smaller ones loose first to feed on the tender grass; then he would let the older sheep loose to feed on the grass of average quality; lastly he let the strong ones loose to feed on the toughest. God said, “Let
Book Chapter
HUMILITY—THE ANTITHESIS OF ARROGANCE
Hal Lewis observes, “Of all the behaviors Judaism associates with effective leadership, none ranks higher than humility.”¹ So strongly did the ancient rabbis view the trait of humility that, according to the Talmud, “a leader who guides Israel with humility shall lead them also in the World-to-Come.”² Concerning its opposite—arrogance—the rabbis of the Talmud say God weeps “over the public leader who is arrogant in his leadership.”³ These references provide some indication of the importance the rabbis have given to humility as a desired quality in a leader. Its opposite, arrogance, is a leadership problem.
Yet William Berkson
Book Chapter
EMPATHIC LEADERSHIP
Empathy is powerful. It is certainly innate but, arguably, also a teachable disposition for effective leadership that distinguishes Moses from other leaders, whether ancient or modern. One would be mistaken, however, in assuming that to feel empathetic means to reveal weakness, to be focused solely on feelings or to be completely ineffectual as a leader. In fact, just the opposite is true. Indeed, Moses’ empathy deserves to be emulated by contemporary leaders. However, empathy is not the same as sympathy, which is just relating to, or agreeing with, the feelings of others. TheFinancial TimesLexicon holds that the essence
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