Stop holding yourself back

After working with hundreds of leaders in a wide variety of organizations and in countries all over the globe, the authors found one very clear pattern: When it comes to meeting their leadership potential, many people unintentionally get in their own way. Five barriers in particular tend to keep promising managers from becoming exceptional leaders: People overemphasize personal goals, protect their public image, turn their competitors into two-dimensional enemies, go it alone instead of soliciting support and advice, and wait for permission to lead. Troy, a customer service manager, endangered his job and his company's reputation by focusing on protecting his position, not helping his team; when a trusted friend advised him to change his behavior, the results were striking. Anita's insistence on sticking to the tough personal she'd created for herself caused her to ignore the more intuitive part of the leadership equation, with disastrous results--until she let go of the need to appear invulnerable and reached out to another manager. Jon, a personal trainer who had virtually no experience with either youth development programs or urban life, opened a highly successful gym for inner-city kids at risk; he refused to be daunted by his lack of expertise and decided to simply "go for it." As these and other examples from the authors' research demonstrate, being a leader means making an active decision to lead. Only then will the workforce--and society--benefit from the enormous amount of talent currently sitting on the bench.     

Timing is everything: A meta-analysis of the relationships between organizational performance and innovation

The relationship between innovation and firm performance has been uncertain. In previous empirical tests of both causal directions of the organizational performance and innovation relationship, the temporal sequence of research designs has often been flawed. We meta-analytically test both temporal sequences of this relationship using 158 effect sizes from 55 empirical studies. We find that many empirical studies hypothesized one temporal sequence (e.g. innovation and future performance), but used data based on the opposite temporal sequence (e.g. past performance and innovation). Correcting the studies based on the actual temporal sequence used reveals that while the relationship between innovation and future performance is positive (based on economic rent-seeking), the relationship between past performance and innovation is less clear, especially when the study's framing is taken into account. Focusing on temporal sequencing suggests new research avenues on the organizational performance and innovation relationship.     

Determinants of Small Pacific Island Tourism: A Vanuatu Study

The research reported in this paper sought to identify the key determinants of small island tourism in the Pacific region. In order to investigate this research problem, 185 Australian tourists were surveyed as they returned from holidaying in Vanuatu. The sample included those who had visited outer islands such as Espiritu Santo as well as those who had not ventured beyond the main island. Findings indicated that the most important influences on the decision to visit the outer islands were the climate and the reputation as a holiday destination. When rating Vanuatu as a holiday, both those who went to an outer island and those who did not rated the three main reasons as friendliness, range of restaurants and quality of accommodation, whereas the principal reasons given for not visiting an outer island were: that the outer islands were too expensive to access; most tourists wanted a “stay put” holiday; and they did not have enough time on their holiday. From the findings of this research on the determinants of small Pacific island tourism, it is suggested that further research into the applicability of these determinants be conducted in other small island environments in other regions of the world.     

Professor George Peters: Born September 1934: Died November, 2001

The dominant theory of justice in the western tradition of political philosophy is the social contract theory, which sees principles of justice as the outcome of a contract people make, for mutual advantage, to leave the state of nature and govern themselves by law. Such theories have recently been influential in thinking about global justice. I examine that tradition, focusing on Rawls, its greatest modern exponent; I shall find it wanting. Despite their great strengths in thinking about justice, contractarian theories have some structural defects that make them yield very imperfect results when we apply them to the world stage. More promising results are given by a version of the capabilities approach, which suggests a set of basic human entitlements, similar to human rights, as a minimum of what justice requires for all.

But among the traits characteristic of the human being is an impelling desire for fellowship, that is for common life, not of just any kind, but a peaceful life, and organized according to the measure of his intelligence, with those who are of his kind … Stated as a universal truth, therefore, the assertion that every animal is impelled by nature to seek only its own good cannot be conceded.     

Making judgment calls. The ultimate act of leadership

According to the traditional view, judgment is an event: You make a decision and then move on. Yet Tichy, of the University of Michigan's Ross School of Business, and Bennis, of the University of Southern California's Marshall School of Business, found that good leadership judgment occurs not in a single moment but throughout a process. From their research into the complex phenomenon of leadership judgment, the authors also found that most important judgment calls reside in one of three domains: people, strategy, and crisis. Understanding the essence of leadership judgment is crucial. A leader's calls determine an organization's success or failure and deliver the verdict on his or her career. The first phase of the judgment process is preparation--identifying and framing the issue that demands a decision and aligning and mobilizing key stakeholders. Second is the call itself, And third is acting on the call, learning and adjusting along the way. Good leaders use a "story line"--an articulation of a company's identity, direction, and values--to inform their actions throughout the judgment process. Boeing CEO Jim McNerney, for instance, focused on a story line of Boeing as a world-class competitor and ethical leader to make a judgment call that launched the company's recovery from a string of ethical crises. Good leaders also take advantage of "redo loops" throughout the process, reconsidering the parameters of the decision, relabeling the problem, and redefining the goal in a way that more and more people can accept. Procter & Gamble's A.G. Lafley and Best Buy's Brad Anderson have both used redo loops--in preparation and execution, respectively--to strengthen not only support for their calls but also the outcomes.     

The effectiveness of interest-rate futures contracts for hedging Japanese bonds of different credit quality and duration

This study investigates the effectiveness of the Tokyo Stock Exchange (TSE)-traded Japanese 10-year JGB futures contract to hedge portfolios of Japanese bonds of differing maturity and credit quality. The bond portfolios examined are Government, AAA-, and AA-rated Eurobonds with maturities of 2, 3, 5, 7, 10, and 20 years. Consistent with the recent literature, the study employs univariate methods for calculating hedge ratios based on levels, first differences, and percentage change of each series. Out-of-sample forecasting is used to determine the effectiveness of the calculated hedge ratios for each of the bond portfolios and to determine which approach to calculating hedge ratios is the most effective. The results show that this particular futures contract does provide a good hedge, particularly for those bond terms closest to the 10-year term of the contract. There is some evidence, although not strong, that JGBs are better hedged than AAA and AA bonds. Investors should take some caution when using this futures contract to hedge bond portfolios of different maturities and credit ratings.