Leadership Strength Research Articles

Post-search Follow-up

The search conference has come to be regarded as a critical intervention strategy within interorganizational domains. Yet the existing literature focuses more on the search conference as an event and less on what happens after the event. This paper focuses on post-search conference strategies in interorganizational domains. Four follow-up strategies — abort, fizzle-out, sustain, and diffuse and dissipate — emerge in the assessment of two search conference-based interventions in two different industries in Turkey. The paper shows that these strategies are co-produced in two dimensions: dialogue conditions among the stakeholders in the domain and the leadership strength of the referent organization.

Correlates of Local Union Officers' Satisfaction

Three models of satisfaction with the national union were tested by regression analysis on a sample of 139 elected local union officers. The first model ( expectations-performance) hypothesized satisfaction to be a function of expectations of union performance and perceived performance on three dimensions, wages and benefits, quality of worklife, and member-union relations. The second model ( discrepancy) considered satisfaction to be a function of the difference between expectations and performance on these three dimensions. The third model ( instrumentality) hypothesized satisfaction as a function of union beliefs and demographic variables in addition to the expectations and perceived performance measures. The expectations-performance and discrepancy models accounted for less variance in satisfaction than the instrumentality model. Satisfaction with the national union was related to union strength and quality of leadership. These findings indicate that the theoretical conceptualization and correlates of satisfaction with the national union differ from models of satisfaction with the local union.

Strategy in the Making: A Case Study

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

Eulogy: Dov Chevion, 1917-1983

Dov Chevion was a giant among his fellow men and women. He was respected for his strength of leadership, for his commitment toward worthy goals, and as the spokesman in the computer field for Israel for over two decades. He was particularly concerned with education, an area in which he made major contributions.

The Search for Identity in American Music, 1890-1920

A desire for national identifiability strongly tinged activities of Americans in many walks of life between 1890 and 1920. During these years Americans boasted of having on many stages of world activity--the military, the economic, the diplomatic. Having arrived implied a maturity and strength of leadership which commanded status, if only begrudgingly, in the eyes of world leaders. It also portended a character of leadership which was distinctive. The world of the arts did not go unnoticed amidst this. A great exceptional culture had be so in many areas, not just in those of power and wealth. Here the United States could not be so boastful at the turn of the century. Indeed, some argued that the very dynamics which so pushed the United States the fore in economic and political matters had an opposite effect in the world of the arts. As a nation, wrote composer, critic, and conductor Reginald DeKoven, are too prone race a desired result with sevenleague boots of impatience, which so hurriedly cross the intermediate stages as render mature and rounded founded in the solid structure of logical training and development, in most cases an impossibility.' Mature and rounded achievement, then, was the goal for many Americans in the arts in the early twentieth century. Among musicians, perhaps Aaron Copland best echoed this sentiment. What we wanted, wrote Copland, recalling the collective interests of his generation, was to find a music that would speak of universal things in a vernacular of American speech rhythms. We wanted write music on a level that left popular music far behind-music with a largeness of utterance wholly representative of the country that Whitman had envisaged.2 Whitman's world was one of a man inextricably rooted in his native soil who had the means within him give expression his culture and create art which could speak not just those of similar circumstances, but a wide range of people and cultures in his time and beyond. His art was thus not just the ramblings of a folkist that struck images familiar those of the same background, nor was it the

Franklin D. Roosevelt and American Foreign Policy, 1932-1945

For this new edition, Dallek has added an Afterword to his classic, Bancroft Prize-winning study of Franklin Roosevelt's diplomacy, which was first published in 1981. He answers recent critics who have attacked Roosevelt for producing Pearl Harbor, for 'giving away' Eastern Europe to Stalin at Yalta, and for abandoning European Jews during the Holocaust. Dallek reaffirms the strength and effectiveness of Roosevelt's diplomacy and wartime leadership.

Group cohesiveness, productivity, and strength of formal leadership.

(1972). Group Cohesiveness, Productivity, and Strength of Formal Leadership. The Journal of Social Psychology: Vol. 87, No. 1, pp. 99-105.