Authenticity and the Other: Coleadership in Arts Organizations

Coleadership as a form of management structure has emerged in financial and technological companies, yet remains under researched in the wider management literature. Although regarded as a relatively recent phenomenon, models of coleadership are common in arts organizations because of the dual nature of activities within such organizations: an organization management function and an artistic creation function. Coleadership is particularly common in the management structure of performing arts organizations where a general manager and artistic director may have very separate responsibilities but share the leadership role for the overall organization. Based on interviews with the general managers and artistic directors of performing arts companies in Australia, this research examines the relationship between authentic leadership and coleadership. Detailed analysis of these interviews reveals that the interviewees in the six coleadership arrangements examined displayed characteristics of authentic leadership.     

Does One Bad Apple(Juice) Spoil the Bunch? Implicit Attitudes Toward One Product Transfer to Other Products by the Same Brand

If people like a product, they will automatically like another product from the same brand even if they do not know anything about it (demonstrated in Study 1). In one sense, this may be a reasonable inference—brands that have one good product may be likely to have other good products. But what if people learn that the second product is actually not good? Explicitly, people act as expected—the second product is disliked based on its negative features. Implicitly, however, people's positive attitude toward the first product still influences their liking of the second (Study 2). This attitude transfer effect (Ranganath & Nosek, 2008) shows that people are able to avoid using the qualities of one product to judge another explicitly. But, implicitly, once an attitude is formed toward a brand's product, other products by that brand will inherit some of the original evaluation regardless of their unique qualities.     

Same Work,Different Pay? Evidence from a US Public University

Abstract

This study examines detailed data for faculty at a typical public research university in the United States between 1995 and 2004 to explore whether gender wage differentials can be explained by productivity differences. The level of detail – including the number of courses taught, enrollment, grant dollars, and number and impact of publications – largely eliminates the problem of unmeasured productivity, and the restriction to one firm eliminates unmeasured work conditions that confound investigations of wider labor markets. The authors find that direct productivity measures reduce the gender wage penalty to about 3 percent, only 1 percentage point lower than estimates from national studies of many institutions and with fewer productivity controls. The wage structure for women faculty differs markedly from the wage structure for men. Interpreted against the institutional features of wage setting for this population, the paper concludes that penalties for women arise at the department level.     

Workforce shortages are a global issue

A consortium of international organizations convened a first-ever Global Health Care Workforce Conference to discuss the worldwide shortages of health care workers and the migration patterns of health care workers from developing nations to the first world. Over 300 participants from 47 countries, including one-third from developing countries, discussed a variety of critical issues ranging from global immigration, recruitment, economics, to partnerships. Results, recommendations, and actionable items generated from the conference, as well as ways to put these ideas into practice, will be critical for sustaining and improving world health and the plight and numbers of health care providers.     

Rediscovering Deep Time: Sustainability and the Need to Re‐Engage With Multiple Dimensions of Time in Leadership Studies

The current article makes the case that increasing our comfort with and responsiveness to extended timescales—both the far future and past—is essential to leadership against the backdrop of wicked challenges that shape the current and future leadership landscape. We offer a loose structure of four dimensions of time—present, near, distant, and deep time—to help advance this work. We frequently fail in thinking about the broader impact of our leadership work for generations to come and to ground that work in our extended, collective history. In order to think about lasting leadership, and particularly when utilizing a framework of sustainability and peace, it is essential that we critically examine our relationship with time and better incorporate it into our leadership theory, practice, development, and education. We need to further develop our ability to relate to and make sound decisions based on an informed consideration of the futures we wish to create and the deep histories that have led us to where we are now.     

Using role play to integrate ethics into the business curriculum a financial management example

Calls for increasing integration of ethical considerations into business education are well documented. Business graduates are perceived to be ethically naive at best, and at worst, constrained in their moral development by the lack of ethical content in their courses. The pedagogic concern is to find effective methods of incorporating ethics into the fabric of business education. The purpose of this paper is to suggest and illustrate role play as an appropriate method for integrating ethical concerns.Dr. Kate Brown is a senior lecturer in the Department of Finance and Quantitative Analysis at the University of Otago in Dunedin, New Zealand. She teaches financial management and a course in entrepreneurship and venture capital. Her research interests include corporate finance, regulatory economics, and issues in the teaching of finance.