“Economic Policies Are the Best Social Policies”: West German Neoliberalism and the Housing Question After 1945

This article challenges the widespread view that neoliberalism had become hegemonic in the late 20^th century by zooming into a less well‐known variant of neoliberalism, German ordoliberalism, whose political ascendency dates back to the 1940s and 1950s. Through the lens of post‐WWII housing policies—a central field of political intervention after 1945—this article focuses on the remaking of social policies as neoliberal policies in West Germany, a remake that rendered the market economy a key source of political legitimacy of the newly emerging, liberal democracy.     

“But we can't go back”

In 2004, a provincial cancer agency in Canada developed and implemented a provincewide Leadership Development Initiative (LDI) to enhance organizational leadership and relationships. Research using a quasi‐experimental survey design determined whether LDI implementation influenced the emotional health and leadership practices of LDI participants. An ethnographic approach (18 focus groups and 13 individual interviews) explored participants' perceptions of the LDI. This article presents qualitative findings that contribute to understanding the statistically significant findings of increasing levels of cynicism, emotional exhaustion, and burnout for most LDI participants. The LDI was regarded as a critical strategy for helping leaders grow and cope with change and help in changing organizational leadership culture to be more collaborative and inclusive. However, an organizational history of short‐lived, flavor‐of‐the‐month development initiatives and growing skepticism and disengagement by leaders represented in the themes of Catch‐22 and “there is no going back” contributes to understanding why these quantitative measures increased. Few studies have explored the hypothesis that real organizational development happens through a series of planned stages. In this study, leaders experienced escalating frustration because change was not seen to occur fast enough in “others” and reported that this was necessary before they would alter their own behavior. Leadership development programs in general need to reflect the reality that it takes considerable time, patience, and effort to effect fundamental change in leadership culture.     

Why ‘Good Governance’ Fails: Lessons from Regional Economic Development in Colombia

By critically reviewing different strands of literature on institutional change and development, this essay argues that, in order to fully understand subnational economic development, we need to move away from ‘good governance' explanations in which geography‐specific analyses of power structures and elite interests are largely absent. Using findings for Colombia and insights from economic geography and heterodox political economy theories, this essay gives theoretical and conceptual guidelines and approximations for future studies on regional economic development. The contribution provides a place‐based discussion of how the historically evolved distribution of power balances, context‐specific elite interests, and the interaction between place‐bound actors and place‐less dynamics affect subnational institutional arrangements shaping policies and development outcomes. The conclusions drawn are not limited to Colombia and will prove beneficial to researchers studying regional economic development in subnational contexts elsewhere in the world.     

Enabling or “real” power and influence in leadership

On the theme of personal development, this conceptual article aims to provoke thought about power and influence in leadership by means of a short excursion into character depictions in J.R.R. Tolkien's The Lord of the Rings ( 1966 ). It is said of mythopoeic literature, the genre of Tolkien's work, that the very simplicity of the lens “pares away distractions,” “opens the way to unexpected connections, … [and] draws attention to alternative modes of being and thinking” (Greene, 1994 , p. 457). Taking the liberty of perceived applicability of Tolkien's literary genius to motifs on leadership, this article provokes thinking on what constitutes “real” power and influence in leadership. It is contended that demonstrating real power and influence in leadership lies not in coercive tactics of wielding power over others but in withholding usurping power to work with and enable others to achieve worthwhile ends. Three suggested markers of enabling or real power and influence in leadership are explored. Each one contains an element of paradox. The proposed markers suggest, in turn, that enabling or real power and influence does not usurp but serves, that it sublimates self‐interest for the interests of others and the intended goal, and that it positions for growth for the self and others and fosters true engagement in leadership. The article offers some empirical evidence as to the efficacy of the proposed markers for effective leadership and suggests a further research strategy to test the proposed markers empirically.     

Community Leadership and the Construction of Political Legitimacy: Unpacking Bourdieu's ‘Political Capital’ in Post‐Apartheid Johannesburg

Apart from local monographs and normative texts on community participation, research on community leadership constitutes a blind spot in urban leadership, urban politics, social movements and urban studies. This article, based on case studies in post‐apartheid Johannesburg, contributes to theorizing community leadership, or informal local political leadership, by exploring Bourdieu's concepts of ‘political capital’ and ‘double dealings’. Considering community leaders as brokers between local residents and various institutions (in South Africa, the state and the party), we examine how leaders construct their political legitimacy, both towards ‘the bottom’ (building and maintaining their constituencies), and towards ‘the top’ (seeking and sustaining recognition from fractions of the party and the state). These legitimation processes are often in tension, pulling community leaders in contradictory directions, usefully understood under Bourdieu's concept of ‘double dealings’. Community leaders are required, more than formally elected political leaders, to constantly reassert their legitimacy in multiple local public arenas due to the informal nature of their mandate and the high level of political competition between them — with destructive consequences for local polity but also the potential for increased accountability to their followers. We finally reflect on the relevance of this theoretical framework, inspired by Bourdieu, beyond South African urban politics.     

Legitimacy‐as‐Feeling: How Affect Leads to Vertical Legitimacy Spillovers in Transnational Governance

Transnational governance schemes (TGSs) are interorganizational networks of public and/or private actors that jointly regulate global public policy issues, such as the prevention of human rights violations and the protection of ecosystems. Considering that TGSs mainly address issues of public concern, the general public represents a major source of legitimacy in transnational governance. We theorize how members of the general public, whom we conceptualize as intuiters, apply heuristics to bestow legitimacy on TGSs. Given the difficulty of assessing TGSs, we argue that intuiters draw on affect‐based responses towards a TGS's better‐known network affiliates, such as participating business firms, to judge the legitimacy of the TGS as a whole. This substitution produces a ‘vertical’ legitimacy spillover. More specifically, we examine the heuristic process of judgment underlying vertical spillovers in TGSs and derive implications for the legitimacy construct and the analysis of spillover phenomena.     

Making Public Policy: The New Philanthropists and American Education

Power in K–12 education is rapidly moving from local school boards and government to extraordinarily wealthy private philanthropists. Building networks among nonprofits, government agencies, school districts, and others, private foundations such as the Gates, Broad, and Walton family foundations are fundamentally restructuring American K–12 education. The Common Core State Standards, teacher evaluation, and charter schools are a few of the initiatives these funders are backing. The massive influx of private money into education policy and its influence over public education raises questions around the proper role of philanthropy in a democracy. In a society with increasing wealth inequality, should the economic elite be able to gain further power to shape social institutions through giving? Are there or should there be any limits to this power? Examining specific trends and events in education philanthropy over the last 10 years, this article identifies key players in philanthropic education reform and argues that philanthropy in education is now playing a policy‐making role—without checks and balances—that is qualitatively and quantitatively different than before. I conclude with a cautionary note on the dangers of letting education policy become the domain of the economic elite.     

Improving Leadership Skills in Physicians: A 6‐Month Retrospective Study

The complex medical environment of today calls for physicians to have an array of leadership skills in addition to a thorough knowledge of their specific practice areas. The American College of Obstetrics and Gynecologists (ACOG) Robert C. Cefalo National Leadership Institute is a 3.5‐day intensive leadership development course targeted to physician leaders. A group of 37 physicians completed the ACOG National Leadership Institute in spring of 2013. At course completion and 6‐month postcourse, participants were asked to complete a retrospective pre‐ and posttest of perceived skill levels in 10 targeted competency areas. Course completion and 6‐month postcourse scores indicated statistically significant improvements in scores on all 10 competency areas, which was supported by a Wilcoxon signed‐rank test of median score difference. Qualitative data gathered at the 6‐month postcourse survey provide examples of how participants had applied their skills. The data presented in the current study suggested that intensive, “short‐burst,” experiential leadership training is an effective approach for leadership skills development in physicians.     

External workers’ perception of leadership behaviour – a study of Swedish temporary agency workers and contractors

The increasing prevalence of externalised work arrangements in industrialised countries has brought with it ever greater managerial complexity in the workplace. This article explores how leadership behaviour is perceived by internal and external workers within a public authority in Sweden. Questionnaire data from 505 temporary agency workers (TAWs), contractors and internal employees have been analysed. Multinomial logistic regression analyses indicate that external workers such as TAWs and contractors are more likely than internal employees to notice leadership profiles, including pronounced, task‐oriented leadership behaviour. These results hold true when controlled for demographic and socio‐economic variables and organisational tenure. A practical implication is that explicit attention should be paid to the need for leadership training in developing HRM strategies with regard to external employees.     

Introduction

This symposium addresses the challenge of educating global leaders through a collection of scholarly perspectives and practices that focus the development of global leadership and intercultural competency, specifically through immersive international contexts. Through this symposium, we addressed the cognitive, behavioral, and affective competencies that aspiring leaders need to be successful in global contexts. It focuses on the importance, issues, and methods of developing global competence as part of leadership education. Although this symposium is timely, global and intercultural competence is not new. Scholars of 19th‐century Europe shaped the original thoughts of global competence. Their focus was internationalization through colonial conquering, and the ultimate goal was to “learn from the West” (Baumgratz, 1995). This globalization piece did not gain much attention on an international scale. In fact, many managers in the 1960s and 1970s did not consider the international piece of business to be of much importance, often with very small specialized operational departments as the sole contributor to globalization within organizations (Morrison, 2000). However, a rapid shift of perspective occurred in the 1980s when the rise of Japanese businesses began to bring to focus the importance of global leadership. The climate of this theoretical foundation has shifted again recently as leadership educators are faced with preparing students to meet the needs of a dynamic and complicated organizational landscape. Expanding these challenges globally comprises a new level of preparedness for aspiring leaders. Globalization, and the technology that increasingly bridges countries and cultures, requires fresh paradigms and new leadership competencies (Bueno & Tubbs, 2004). Global managers will be expected to master an ever‐expanding range of knowledge and skills that will allow them to be successful in international contexts (DiStefano & Maznevski, 2003). Cultural competency development and a globalized curriculum are perhaps paramount to this charge as educators embark upon the challenging journey of providing the next generation of global leaders. The following questions provide educators with opportunities for reflection and discussion as we attempt to develop global competencies in the students we serve.     

The “management‐per‐result” approach to international development project design

Results‐based management (RBM) has proved to be a valuable tool for international development project management; however, there are some inconsistencies that limit the use of RBM at the design phase to manage for results. This article presents a “management‐per‐result” approach to reinforcing the project design function of RBM and illustrates its application to a real‐life project. Shying away from a technocratic approach, it emphasizes a “quick‐and‐dirty” approach and proposes an updated version of the logical framework to include success criteria and factors and very rough estimates for both project costs and benefits for targeted project results for different types of projects (infrastructure development, “process” type of project, and so forth).     

ANTI‐GLOBALISATION: BAD WINE IN NEW BOTTLES?

Many opponents of globalisation claim that global finance and trade are manipulated in the name of liberalism by a few people and firms, supported by the international media. They argue that democracy should be abandoned and economic and social change resisted. They have widespread support in the intellectual community. Similar views were espoused by the far right wing in the 1920s and 1930s, and disappeared only with the collapse of Nazism and Fascism. Their reappearance parallels the return to legitimacy of the political far right.     

How Foundations Exercise Power

Foundations (and philanthropy in general) have great political power in the United States and worldwide, yet this is hardly noted by political analysts or journalists. Their power is exerted in many ways, such as by funding progressive organizations and movements; sponsoring policy “think tanks” and organizations of public officials; influencing the political culture through media, academic researchers, and university programs (including public interest law in law schools); and co‐opting activists and potential rebels among the rich and poor. Because of their resources and prestige, they are powerful members of coalitions and collaborations with overt and covert government departments, U.N. agencies, universities, and nongovernmental organizations. Foundations have been major actors in the “Cold War,” which continues as the attempt to deflect any movement towards socialism here or abroad. Globalization has amplified the power of foundations, for many of the global institutions were created by foundations and continue to be fostered by them. The sponsorship of civil society institutions worldwide by private foundations, now with additional billions from governments and international governmental institutions, supports U.S. hegemony: military, political, and economic. We cannot know what the world would have been like absent foundation activities, but the current one does not appear to have a democratic, peaceful, or sustainable future.     

Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?

In this article, we discuss how the human resource development (HRD) function can support corporate sustainability strategy by designing and implementing leadership development programs incorporating international service learning assignments. We describe “Project Ulysses,” an integrated service learning program that involves sending participants in teams to developing countries to work in cross‐sector partnerships with nongovernmental organizations (NGOs) and social entrepreneurs, supporting them in their fight against pressing global problems. We present the findings of a narrative analysis of learning stories produced by Ulysses participants. Understanding how participants make sense of, and learn from, their experiences abroad provides us with insights into how service learning programs can help managers to develop the knowledge, skills, and mind‐set that will enable them to successfully support a company's global sustainability and corporate social responsibility (CSR) efforts. We conclude by discussing the implications for leadership development, specifically how organizations can incorporate a responsibility and sustainability focus in their management development programs.     

Modern American Populism: Analyzing the Economics Behind the “Silent Majority,” the Tea Party,and Trumpism

Modern American populism (MAP) was born out of the political upheaval of the civil rights movement of the 1960s. The article examines the causes of populism. Economic anxiety is found to be the main cause, but there is also evidence supporting an alternative theory that racial resentment is an important driving force behind populism. The article analyzes the role of populism in the 1972 election of Richard Nixon, the Tea Party election of 2010, and the 2016 election of Donald Trump using data provided by the American National Election Studies (ANES). There is ample qualitative evidence that economic anxiety caused the populist voting patterns that elected Nixon, Tea Party candidates, and Trump. Statistical data supported the same conclusion in the 2010 and 2016 elections, but the 1972 data were inconclusive. The data show that both economic anxiety and racial resentment played a role in the 2010 and 2016 elections, but the findings suggest that economic anxiety is the underlying factor that generates both racial resentment and support for populism.     

‘Give Me a Laboratory and I Will Lower Your Carbon Footprint!’ — Urban Laboratories and the Governance of Low‐Carbon Futures

The increasing threat of climate change has created a pressing need for cities to lower their carbon footprints. Urban laboratories are emerging in numerous cities around the world as a strategy for local governments to partner with public and private property owners to reduce carbon emissions, while simultaneously stimulating economic growth. In this article, we use insights from laboratory studies to analyse the notion of urban laboratories as they relate to experimental governance, the carbonization agenda and the transition to low‐carbon economies. We present a case study of the Oxford Road corridor in Manchester in the UK that is emerging as a low‐carbon urban laboratory, with important policy implications for the city's future. The corridor is a bounded space where a public‐private partnership comprised of the City Council, two universities and other large property owners is redeveloping the physical infrastructure and installing monitoring equipment to create a recursive feedback loop intended to facilitate adaptive learning. This low‐carbon urban laboratory represents a classic sustainable development formula for coupling environmental protection with economic growth, using innovation and partnership as principal drivers. However, it also has significant implications in reworking the interplay of knowledge production and local governance, while reinforcing spatial differentiation and uneven participation in urban development.     

Coming unstuck? In search of the “corporate glue” in an international professional service firm

Much has been made of “networks” and corporate “culture” as sources of cohesion in increasingly loosely structured international firms. But how strong is the “corporate glue”? Using a case study of human resource management (HRM) in an international accounting firm, this article shows that growth and internationalization may themselves weaken the corporate glue, just as the need for global integration of activities increases. The resulting stresses lead to a greater emphasis on formal bureaucratic structures and processes, further calling into question the role of traditional culture. Alternative strategies for managing these tensions are proposed. © 1995 by John Wiley & Sons, Inc.     

‘Ruins of Modernity’: The Critical Implications of Unfinished Public Works in Italy

Since the 1950s, the construction of public works has been a significant element of Italy's focus on modernization. Numerous instances of malpractice have resulted in frequent failures of this form of development, with the result that many projects have remained unfinished for decades. In 2007, a group of artists called Alterazioni Video declared these ‘ruins of modernity’ to be a romanticized architectural style; in doing so, their aim is to imbue the sites with new value and dignity. This article uses the artists’ argument as a point of departure to theorize about unfinished public works within the framework of interdisciplinary literatures on modern ruins. In addition, since modern ruins by definition hold a critical meaning––which the artists deliberately excluded from their narrative––the article takes into account the obscure political and economic circumstances causing this phenomenon. After remarking upon specificities and similarities to unfinished neoliberal topographies generated by the 2008 financial crisis, it is concluded that unfinished public works in Italy represent an interesting case serving to enrich debates on incompletion.