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The Changing Face of Medicine

The number of women practicing medicine in the United States has grown steadily since the late 1960s, with women now roughly at parity with men among entering medical students. Why did so many women enter American medicine? How are women faring, professionally and personally, once they become physicians? Are women transforming the way medicine is practiced? To answer these questions, ...

10321123 {"price-changing":0,"image":"https:\/\/image.vergleiche.ch\/small\/aHR0cHM6Ly9hc3NldHMudGhhbGlhLm1lZGlhL2ltZy9hcnRpa2VsLzJiOWQzZmFkNDg2N2VkNmQ3ZDVhMjI2OTgzMDg5MmViMGIzODYyZTEtMDAtMDAuanBlZw==!aHR0cHM6Ly9hc3NldHMudGhhbGlhLm1lZGlhL2ltZy9hcnRpa2VsLzJiOWQzZmFkNDg2N2VkNmQ3ZDVhMjI2OTgzMDg5MmViMGIzODYyZTEtMDAtMDAuanBlZw==","post_title":"The Changing Face of Medicine","deeplink":"https:\/\/www.awin1.com\/pclick.php?p=25180262387&a=401125&m=13971&pref1=9780801463501","labels":[],"brand_id":333022,"post_content":"The number of women practicing medicine in the United States has grown steadily since the late 1960s, with women now roughly at parity with men among entering medical students. Why did so many women enter American medicine? How are women faring, professionally and personally, once they become physicians? Are women transforming the way medicine is practiced? To answer these questions, The Changing Face of Medicine draws on a wide array of sources, including interviews with women physicians and surveys of medical students and practitioners. The analysis is set in the twin contexts of a rapidly evolving medical system and profound shifts in gender roles in American society. Throughout the book, Ann K. Boulis and Jerry A. Jacobs critically examine common assumptions about women in medicine. For example, they find that women's entry into medicine has less to do with the decline in status of the profession and more to do with changes in women's roles in contemporary society. Women physicians' families are becoming more and more like those of other working women. Still, disparities in terms of specialty, practice ownership, academic rank, and leadership roles endure, and barriers to opportunity persist. Along the way, Boulis and Jacobs address a host of issues, among them dual-physician marriages, specialty choice, time spent with patients, altruism versus materialism, and how physicians combine work and family. Women's presence in American medicine will continue to grow beyond the 50 percent mark, but the authors question whether this change by itself will make American medicine more caring and more patient centered. The future direction of the profession will depend on whether women doctors will lead the effort to chart a new course for health care delivery in the United States.","merchants_number":1,"ean":9780801463501,"category_id":1,"size":null,"min_price":14.9000000000000003552713678800500929355621337890625,"low_price_merchant_id":70254503,"ID":10321123,"merchants":["orell-fuessli"],"brand":"Cornell University Press","slug":"the-changing-face-of-medicine-1","url":"\/produkt\/the-changing-face-of-medicine-1\/","low_price_merchant_name":"Orell F\u00fcssli"}

Marketing Opportunities and Challenges in a Changing Global Marketplace: Proceedings of the 2019 Aca

CHF 239.00

Marketing Opportunities and Challenges in a Changing Global Marketplace: Proceedings of the 2019 Aca

Chapter1. Exploring Customer Engagement and Sharing Behavior in Social Media Brand Communities: Curvilinear Effects and the Moderating Roles of Perceived Innovativeness and Perceived Interactivity.- Chapter2. Between a Banker and a Barbie: The Illusions of Social Media.- Chapter3. A Longitudinal Review of Models in Marketing Research.- Chapter4. What would we Hear if we Really Listene...

19735659 {"price-changing":0,"image":"https:\/\/image.vergleiche.ch\/small\/aHR0cHM6Ly9vczEubWVpbmVjbG91ZC5pby9iMTAxNTgvbWVkaWEvaW1hZ2UvMTIvZTYvMzkvODEyMjY1MTYwMDAwMUFfNjAweDYwMC5qcGc=!aHR0cHM6Ly9vczEubWVpbmVjbG91ZC5pby9iMTAxNTgvbWVkaWEvaW1hZ2UvMTIvZTYvMzkvODEyMjY1MTYwMDAwMUFfNjAweDYwMC5qcGc=","post_title":"Marketing Opportunities and Challenges in a Changing Global Marketplace: Proceedings of the 2019 Aca","deeplink":"https:\/\/cct.connects.ch\/tc.php?t=116298C1969900829T&subid=9783030391645&deepurl=https%3A%2F%2Feuniverse.ch%2Fbuecher%2Fsozialwissenschaften-recht-wirtschaft%2Fwirtschaft%2F399857%2Fmarketing-opportunities-and-challenges-in-a-changing-global-marketplace-proceedings-of-the-2019-aca%3FsPartner%3Dtoppreise","labels":[],"brand_id":434690,"post_content":"Chapter1. Exploring Customer Engagement and Sharing Behavior in Social Media Brand Communities: Curvilinear Effects and the Moderating Roles of Perceived Innovativeness and Perceived Interactivity.- Chapter2. Between a Banker and a Barbie: The Illusions of Social Media.- Chapter3. A Longitudinal Review of Models in Marketing Research.- Chapter4. What would we Hear if we Really Listened? Using I-poems in Qualitative Marketing Research.- Chapter5. Managing Marketing Strategies for Start-Up Enterprises: Analyzing Cross-Sectional Metrics for Measuring Business Performance.- Chapter6. Effects of Environmental and Social Sustainability Perceptions on Willingness to Co-Create from Consumer Perspective.- Chapter7. Decision-Making and Interruptions.- Chapter8. Buying Authentic Luxury Products or Counterfeits: The Role of Benign and Malicious Envy.- Chapter9. Excitement or Fear? The Effect of a Personalized In-Store Experience on Consumers.- Chapter10. All Hands on Deck Special Session: Cultivating Socially Responsible Consumers and Corporations.- Chapter11. All Hands on Deck Special Session: Motivating or De-motivating Responsible Consumption? The Divergent Influences of Moral Emotions.- Chapter12. All Hands on Deck Special Session: Personifying Socially Responsible Corporations: Scale Development and Validation.- Chapter13. All Hands on Deck Special Session: How CSR and Servant Leadership Climate Affect Employee Cynicism and Work Meaning?.- Chapter14. Non-Compliance is a Double-Edged Sword.- Chapter15. A Critical Review of Institutional Theory in Marketing.- Chapter16. Does the Environmentally Friendliness of a Service Invite Customer Loyalty? The Role of Positive Emotions.- Chapter17. Extended Service Plans and Buyer Perceptions and Behaviors in Automobile Industry.- Chapter18. Special Session: \"The World Needs Storytellers\": New Research Avenues for Storytelling in Marketing.- Chapter19. Special Session: Measuring Salesperson Storytelling.- Chapter20. How do International Co-branding Alliances Affect Host Country Consumers' Purchase Intention?.- Chapter21. Does Model Ethnicity Matter in International Advertising? A Literature Review on Model Ethnicity and Related Topics.- Chapter22. Product Innovation Determinants and Export Performance in French and Ukrainian SMEs. Chapter23. Special Session: The (Co-)creation of Brand Heritage.- Chapter24. Special Session: Dehumanization of Robotic Assistants and Subsequent Unethical and Abusive Customer Behavior in Frontline Encounters.- Chapter25. Special Session: Rise of the Service Robots: Exploring Consumer Acceptance.- Chapter26. Exploration of the Role of Packaging Design for Multi-tier Private Brands.- Chapter27. Understanding Risk Statements within Drug Injury Advertising.- Chapter28. The Effect of Social Distance on Donations to Care versus Cure.- Chapter29. Customer Reactions to Voluntary Use of Automated Service Interactions.- Chapter30. Challenges in Usage of Unstructured Data in Marketing Decision Making.- Chapter31. An Investigation of the Effect of Retargeting on Willingness-to-Pay in Online Environments.- Chapter32. Influence of Web Design Features on Attitudes and Intentions in Travel Decision Making.- Chapter33. Virtual Reality (VR) Content is the New Reality for Destination Marketing Organizations: Investigating the Role of VR as a Destination Branding Tactic. Chapter34. Explaining Sustainable Consumption: A Theoretical and Empirical Analysis. Chapter35. Special Session: Digital Data, Security, and Platform Design: Is Marketing the Problem or Solution?.- Chapter36. It Looks Good so Let's Show it off: A Psychographic Segmentation of Instagrammers.- Chapter37. I Hate this Brand! A Classification of Brand Haters Based on their Motivations and Reactions.- Chapter38. Competitive Teamwork: Developing a Team-Based Selling Competition in an Undergraduate Professional Selling Class.- Chapter39. Special Session on Research Opportunities in Direct Selling.- Chapter40. Special Session: An International Perspective of Overcoming Difficulties and Challenges in Doctoral and Early Career Years.- Chapter41. Does Training Teachers in Financial Education Improve Students' Financial Well-Being?.- Chapter42. Special Session: How does Marketing Fit in the World? Questions of Discipline Expertise, Scope, and Insight. Chapter43. Beyond Hedonic Consumption: The Role of Eudaimonic Value in Consumer-Brand Relationships.44. Disentangling the Meanings of Brand Authenticity.- Chapter45. Exploring Facets of Spokesperson Effectiveness in B2B Advertising: What Works and what doesn't?.- Chapter46. Return on Investment of Effective Complaint Management: Synthesis and Research Directions.- Chapter47. Distance is Worth! Impacts of Spatial Distance between Model and Product on Product Evaluation.- Chapter48. The Study of Different Factors Affecting Salesperson Deviance.- Chapter49. Why Narcissists Prefer Genuine to High-Quality Counterfeit Luxury: The Role of Authentic and Hubristic Pride.- Chapter50. Time-Based Deals: How Non-Monetary Discounts can Reduce the Post-Promotion Dip.- Chapter51. From Psychological Myopia to Food Myopia: A Consumer Perspective.- Chapter52. Co-creators Endorsing Their Winning Product Idea in Ads: Dealing with Brand Audiences' Skepticism.- Chapter53. Right Digit Effect and Subjective Relative Income.- Chapter54. Big Data Analytics, New Product Ideas and Decision Making.- Chapter55. Salesperson Intrinsic and Extrinsic Motivation Revisited: A Combinatory Perspective.- Chapter56. Non-conscious Effect of Moral Identity Prime on Perceived Reasonableness and Affective Account on Customer Satisfaction.- Chapter57. Digital Advocacy among Industrial Employees.- Chapter58. When My Brand does Something Morally Wrong.- Chapter59. The Evolution of Influencer-Follower Relationships: A Life-Cycle Approach.- Chapter60. How and when does Functional Diversity Impact Sales Team Effectiveness.- Chapter61. Love Consumption at the Digital Age: Online Consumer Review and Romantic Gift Giving.- Chapter62. Outcomes of Dialogic Communication of Corporate Social Responsibility (CSR): Strengthening Brand Loyalty through Online Brand Community Engagement, Brand Trust and CSR Authenticity.- Chapter63. Digital Customer Empowerment Tools for Marketers.- Chapter 64. A Longitudinal Study of Sustainability Attitudes, Intentions, and Behaviors.- Chapter65. The Impact of Culture on Humorous Ads.-Chapter66. RELQUAL-determinants on Satisfaction in Buyer-Supplier Relationship of Puerto Rican SMEs.- Chapter67. Customer Experience of Value: Some Insights into the Satisfaction-Loyalty Link and Customer Loyalty Retention.- Chapter68. Special Session: How the Desire for Unique Products Strengthens the Link between Luxury Attitudes and Sustainability Behaviors.- Chapter69. Understanding Information Bias: The Perspective of Online Review Component.- Chapter70. Factors Affecting Consumer Responses to Brand Advertising on Social Media.- Chapter71. How Many Likes are Good Enough? An Evaluation of Social Media Performance. Chapter72. To Kneel or not to Kneel? Just Do It! Assessing Consumer Responses to Organizational Engagement in Political Discourse.- Chapter73. Inferences about Target Marketing from Languages on Website and its Implications.- Chapter74. Consumer Response to Sport Sponsor's Message Articulation and Activation on Twitter.- Chapter75. Exploring Usage Motives for Corporate Multimodal Mobility Services: A Hierarchical Means-End Chain Analysis.- Chapter76. The Effect of Emoji Incongruency in Social Media.- Chapter77. Me, Myself and my Smartphone: Antecedents of Smartphone Attachment. Chapter78. Do Death Thoughts Influence the Choice of Brand Loyalty Program? A Case of Lebanon.- Chapter79. Involvement and Brand Engagement Outcomes in Facebook Brand Posts: A Gender Twist. Chapter80. Implications of the Developments in Metaphors Research for Marketing Communications: A Review and Research Agenda. Chapter81. The Joint Impact of Goal Type and Goal Completion Magnitude on Consumer' Post-Goal-Completion Behavior.- Chapter82. A Moment of Influence: Understanding the Customer Experience after Receiving a Penalty.- Chapter83. Strategic Tripod in Internet-Enabled Market: Consumer Self-Construal Level, Consumer Involvement, and Firm Resources.- Chapter84. Preliminary Tests of the Consumer Normalcy Scale.- Chapter85. The Impact of Advertising Appeals on Consumers' Perception of an Advertisement for a Technical Product and the Moderating Roles of Endorser Type and Endorser Age. Chapter86. Online vs. Face-to-Face: How Customer-to-Customer Interactions Impact Customer Experience Behaviors.- Chapter87. The Effect of Fear, Threat, and Trust among Voters in the 2016 U.S. Presidential Election. Chapter88. Towards a Model of Inclusive Ethnic Advertising.- Chapter89. Customer Engagement with Augmented Reality Mobile Apps- Chapter90. How Organizations can Capitalize on Customer-Caused Failures.- Chapter91. Self-Gift, Luxury Consumption and Materialism: The Way to Happiness!.- Chapter92. Why do Consumers Procrastinate and what Happens Next?.- Chapter93. Food Acculturation of Professional Expatriates: A Cross-Cultural Study.- Chapter94. Terroir and its Evocation: What a Wine Terroir of Origin Evokes? An Exploratory Qualitative Study of the Meaning of Terroir Product Consumption.- Chapter95. Social Media Sentiment, Customer Satisfaction, and Stock Returns.- Chapter96. Either Bandwagon Effect or Need for Uniqueness? Motivational Factors Driving Young Adult Consumers' Luxury Brand Purchases.- Chapter97. Pleasure versus Healthiness in Multi-Ingredient Sustainable Foods: How Centrality Influences Performance.- Chapter98. The Impact of Sonic Logos on Brand Perceptions.- Chapter99. Gifting Practices: Is it Really the Thought that Counts.- Chapter100. Special Session: How does Marketing Fit in the World? Questions of Discipline Expertise, Scope, and Insight.- Chapter101. Social Listening: Adapting Customer and Competitive Intelligence to the Digital Era.- Chapter102. Qualitative Insights into Organic Food: Perceptions of Indian and U.S. Consumers.- Chapter103. How Women Respond to Female Empowerment Songs.- Chapter104. Why I Will Not Use You for My Campaign: The Relationship between Brand Managers and Sportswomen.- Chapter105. Candidates as Experiential Brands in U.S. Presidential Elections.- Chapter106. Effects of Mindset on International Marketing Decisions: The Moderating Role of Psychic Distance.- Chapter107. An Exploratory Study of Globalizing Consumers' Materialism Tendencies in a Multicultural \"Global\" Marketplace.- Chapter108. Numerical Framing and Emotional Arousal as Moderators of Review Valence and Consumer Choices.- Chapter109. Men and the Food Leftovers of Attractive Others.- Chapter110. Does Technological Self-Efficacy Decrease New Salesperson Job Insecurity.- Chapter111. Special Session: Marketing and Consumer Wellbeing in Digital Environment.- Chapter112. Modelling for Mobile: Developing the mUTAUT Model.- Chapter113. Opening the Innovation Process: The Interrelationship of Firm Reputation and Strategic Innovation Change.- Chapter114. Value Destruction in Multichannel Services.- Chapter 115. Women Leaders and Firm Performance: Unpacking the Effect of Gender and Trust.- Chapter116. Online Sensory Marketing: The Crossmodal Effect of Background Music and the Look and Feel of a Webshop on Consumer Reactions.- Chapter117. Do Salespeople Trust their Customers? Toward an Understanding of Trust in B2B Relationships under Uncertainty.- Chapter118. Proposing a Framework of Observe-Hypothesize-Challenge-Resolve (OHCR) Teaching Moves for Knowledge Construction in Marketing Pedagogy.- Chapter119. The Effect of the User Experience Cycle on the Adoption of Smart Technologies for Innovative Consumers: The Case of Mass-fashion and Luxury Wearables.- Chapter120.- Do Fine Feathers Make Fine Birds? Examining the Role of a Product's Packaging Functionality on Consumer Behavior.- Chapter121. An Abstract on Evaluating the Use of Curated Digital Magazines in Marketing Courses: A Comparative Analysis.- Chapter 122. \u00a0Special Session: Looking for a New Research Partner: Find your Perfect \"Researcher Match\": An Abstract.- Chapter 123. Revising the Concept and Effectiveness of the Customer Orientation of Salespeople: An Abstract.- Chapter 124. An Abstract: Value from Experiences and Customer Happiness: Implications for Customer Experience Management.- Chapter125. How do Customers Respond to the Use of Self-Service Technologies? An Empirical Study from China: An Abstract.- Chapter126. The Brand Identity of a Football Manager: The Case of Ars\u00e8ne Wenger: An Abstract.- Chapter127. Virtual Trade Show (VTS): A Systematic Literature Review: An Abstract.- Chapter128. Confronting the Customer-Engagement Paradox in Sales-Leader Succession: An Abstract.- Chapter129. An Abstract: Consumers' Non-Participation in Creative Crowdsourcing: Exploration through the Lenses of Meaning of Work.- Chapter130. Exploring the Role of Authentic Assessment on the Development of Future Marketers: An Abstract.- Chapter131. How Cultural and Institutional Dimensions Shape Consumer-Brand Relationships' Effects on Brand Loyalty: An Abstract.- Chapter132. Synthesizing Negative Critical Incidents: Integration of Service Failure-Recovery and Brand Transgression Streams: An Abstract.- Chapter133. Bandwagon Consumption among the Black Middle Class.- Chapter134. The Issues and Impacts of Programmatic Advertising in the Financial Sector: An Abstract.- Chapter135. Marketing when Insiders are Locked in: An Abstract.- Chapter136. Variability of Brands: Perspectives of Perceived Entitativity: An Abstract.- Chapter137. An Abstract: An Affinity for Variety: Umbrella Brands and Buyer Behavior.- Chapter138. Think versus Feel: Two Dimensions of Brand Anthropomorphism: An Abstract.- Chapter139. Does Brand Origin Really Matter in the Luxury Sector? The Impact of Consumer Origin and Consumer Ethnocentrism on Consumers' Responses: An Abstract.- Chapter140. The Paradigm of Sharing: A Unifying Conceptualization: An Abstract.- Chapter141. From Third Place to Third Space: How Social Networking Sites Shape the Perception of our Social Spaces: An Abstract.- Chapter142. The Interaction of Consumer, Endorser and Brand Personality in Social Influencer Marketing: An Abstract.- Chapter143. Avenues to Optimize Strategic Decision Making to Drive Firm Performance and Market Success: An Abstract.- Chapter144. How can Targeted Price Promotion Create Value for Firms in B2C Relationships? A Systematic Review and Research Agenda: An Abstract.- Chapter145. Knowledge is Power: The Moderating Effect of Product Knowledge: An Abstract.- Chapter146. Overcorrection in Mixed Racial Purchasing: An Abstract.- Chapter147. The Effects of Person-Team Fit on Learning Goal Orientation and Salesperson Performance: An Abstract.- Chapter148. When Crowdsourcing Proposition Rejection Reinforces Brand Relationship: An Abstract.- Chapter149. Co-creation for Customer Engagement Management: When do they Want to Talk? An Abstract.- Chapter150. What Frugal Products are and Why they Matter: An Abstract.- Chapter151. Monetary and Nonmonetary Cost Factors in the Cycle of Unhealth.- Chapter152. In-Game Advertising and Gamers' Behavior in App Environment: An Abstract.- Chapter153. Predicting the Future of Advertising Creative Research: An Abstract.- Chapter154. Investigating the Effect of Mobile In-store Promotions on Purchase Intention: Is WhatsApp more effective? An Abstract.- Chapter155. Influential Language, Imagery, and Claims in Print Advertising: An Abstract.- Chapter156. Sustainable Promises? The Evolution of Business Models Founded on the Promise of Corporate Social Responsibility: An Abstract.- Chapter157. Point of Sale Donations from a Managerial Perspective: An Abstract.- Chapter158. When Extremely Good is not Enough for Sustainability Disclosures: An Abstract.- Chapter159. Determining Factors of the Sustainability Orientation: An Examination from the Past to the Present: An Abstract.- Chapter160. A Proposed Moderated Mediation Model of Customer Loyalty Outcomes: An Abstract.- Chapter161. Patron Sentiment of Employee-Customer Interaction: Exploring Hotel Customer Reviews through Machine Learning: An Abstract.-Chapter162. The Effectiveness of Sponsor-Linked Marketing within a Rivalry Context: The Effect of Team Sponsorship on Implicit and Explicit Brand Associations: An Abstract.- Chapter163. Exposing Underage Consumers to Alcohol Branding in Sport Sponsorship: An Abstract.-Chapter164. When does Creativity Matter? The Impact of Consumption Motive and Claim Set-Size: An Abstract.- Chapter165. An Investigation of Slacktivism in Online Donation Campaigns: An Abstract.- Chapter166. An Abstract on the Effects of Psychological Distance on Nostalgic Cultural Brands and Consumers' Purchase Intentions: A Construal Level Theory Perspective.- Chapter167. Utilitarian versus Hedonic Brands: Cognitive and Affective Country Image Components: An Abstract.- Chapter168. Consumer Acculturation as a Process: A Propensity to Acculturate Index and an Adapted Acculturation Scale: An Abstract.- Chapter169. Investigating the Effect of Social Comparison on Helping Behavior: The Moderating Role of Self-Construal Level and the Mediating Role of Emotion: An Abstract.- Chapter170. An Abstract: How does Providing Financial Information Impact Retirement Intentions?.- Chapter171. The Power of Collective Brand Defending in Mitigating Negative eWOM: An Abstract.- Chapter172. The Usefulness of Brand Polarization to Various Parties: An Abstract.- Chapter173. The Picture of Luxury: Millennials' Relationship with Luxury Brands: An Abstract.- Chapter174. The Influence of Brand Acquisition on Perceived Authenticity: An Abstract.- Chapter175. A Comparison of the Determinants of Online Shopping Cart Usage in the US and China: An Abstract.- Chapter176. An Empirical Study on the Relationship between Cross-Channel Integration and Offline Store Patronage Behavior: An Abstract.- Chapter177. From the Store to the Kitchen: The Effects of an Ambient Situated Health Food Scent on Healthy Food Choices: An Abstract.- Chapter178. Use of Surveytainment Elements in Knowledge-Assessment Tests: An Abstract.- Chapter179. Soft Skills as an Assessed Course Component: An Abstract.- Chapter180. The Need for Franchising Curriculum to Deliver Value to Underrepresented Groups: An Abstract.- Chapter181. I Pay, therefore I Am (An A):\u00a0 Co-Creation of Value in Higher Education: An Abstract.- Chapter182. The Future of Terroir: An Abstract.- Chapter183. Residents' Support for Sustainable Tourism Development: The Mediating Role of Life Satisfaction: An Abstract.- Chapter184. A Study of Camino de Santiago Hikers: An Abstract.- Chapter185. The Effect of Big Data on Small Firm Marketing Capabilities: An Abstract.- Chapter186. Frontiers of Internal Marketing: How Cultures of Procrastination and Improvisation Drive Project Performance: An Abstract.- Chapter187. The Empirical Link between Export Diversification and Export Performance: Strategic and Resource Contingencies: An Abstract.- Chapter188. Learning Orientation and Market Orientation: The Mediating Role of Employees' Absorptive Capabilities: An Abstract.- Chapter189. The Effect of Fake News on the Relationship between Brand Equity and Consumer Responses to Premium Brands: An Abstract.- Chapter190. Fake News and the Top High-Tech Brands: A Delphi Study of Familiarity, Vulnerability and Effectiveness: An Abstract.- Chapter191. The Dominant and Underexamined Role of Brand's Moral Character in Determining Brand Perception and Evaluation: An Abstract.- Chapter192. Do U.S. Consumers Want More Power over their Personal Data? A Preliminary Study on Consumer Data Right Preferences: An Abstract.- Chapter193. A Review and Weight Analysis of Factors Affecting Helpfulness of Electronic Word-of-Mouth Communications.- Chapter194. Leadership Effectiveness and Marketing Successful Stories in Latin America: An Abstract.- Chapter195. Leadership Effectiveness and Marketing Successful Stories in Latin America: An Abstract.- Chapter196. Should I Care for the Environment or Myself? Ads for Green Products: An Abstract.- Chapter197. Examination of the Preference of French Consumers in the Fashion Sector: How Important is Ethical Attribute? An Abstract.- Chapter198. The Marketing of International Humanitarian Aid in a Changing Global Marketplace: An Abstract.- Chapter199. The Value of Psychological Capital for Customer Participation Management: An Abstract.- Chapter200. An Abstract: Burdens of Health Service Access: Examining Prospective Customers Perceptions of Clinical Help-Seeking.- Chapter201. Demystifying Perceived Psychological Proximity for Hedonic Product Choices: An Abstract.- Chapter202. Short or Long? The Right Combination of Time Duration, Cause Type, and Product Type in Cause-Related Marketing: An Abstract.- Chapter203. Virtual Reality Branding Campaigns, Impact and Public Perception: An Abstract.- Chapter204. Consumer Response to Product Safety Recall: An Empirical Research from China: An Abstract.- Chapter205. When the Star Beckons: Celebrity-Branded Products and Retailer Resonance: An Abstract.- Chapter206. An Abstract: Consumers' Quality Perception of Food Shape Abnormality: Effects on Customer Perceived Value and Consumer Behavior.- Chapter207. Examining Primacy and Recency Effects in Hypocritical CSR News: An Abstract.- Chapter208. High Growth Private Companies: Values-Led and Profitable: An Abstract.- Chapter209. Chinese Consumers' Attitudes of Chinese versus Western Fashion Brands: An Exploration of Possible Predictor Variables Related to Individual and Cultural Values: An Abstract.- Chapter210. Using the Online Search Volume to Predict Performance: An Abstract.- Chapter211. Reappraising Effects of Word-of-Mouth Communication on the Innovation Diffusion Process: An Abstract.- Chapter212. Special Session: New Directions in B2B Sales and Marketing Research AMS 2019 Annual Conference, Vancouver: An Abstract.- Chapter213. Special Session: Brand Heritage: Cross Cultural Perceptions: An Abstract.- Chapter214. Effective Pricing Strategies: Investigating the Contrast between Theory and Practice: An Abstract.- Chapter215. Price Priming Effects in Online Display Ads: An Abstract.- Chapter216. Examining Country Image in Expert Electronic Word-of-Mouth: An Abstract.- Chapter217. An Abstract: A Value-based Model of Consumer Smartphone Usage for Online Transactions: The Role of Consumer Characteristics and Purchasing Situation.- Chapter218. Effects of Double Language Labeling in the Context of FMCG-Products: A Mixed-Methods Approach: An Abstract.- Chapter219. What Makes the Difference? Employee Social Media Brand Engagement: An Abstract.- Chapter220. Why the Shortened ADAPTS Scale Should Not Be Used for Sales Students: An Abstract.-Chapter221. White Coats, Mild Manners, and Good Doctors? When Red Decreases Perception of Dominance: An Abstract.- Chapter222. Value Co-Creation and Behavioral Consequences: Evidence from Brazilian Consumers: An Abstract.- Chapter223. Subjective Financial Deprivation and Budget Allocation Preferences: An Abstract.- Chapter224. Is there a Self beyond Identity: An Abstract.- Chapter225. How Common or Scientific Name Works? The Influence of Food Type and Regulatory Focus on the Choice of Ingredient Name: An Abstract.- Chapter226. The Spill-Over Effect of the Emotional Reaction to the use of Internet on the Intention to use Internet of Things (IoT) Services: An Abstract.- Chapter227. Online Environment-Product Congruence: The Role of Experience and Product Consumption Type on Product Liking: An Abstract.- Chapter228. How Peer-to-Peer Sharing Promotes Product Purchase: An Abstract.- Chapter229. An Abstract: Catalog and Online Retailing: Effects of Signals of Quality and Need for Cognition.- Chapter230. Perceptions of Power in the Digital Era: An Investigation of Idea Crowdsourcing versus Crowdvoting: An Abstract.- Chapter231. Gamification Research in View of Bibliometrics: A Literature Trend, Bibliographic Coupling, and Co-citation Analysis: An Abstract.- Chapter232. The Conceptualisation and Measurement of Perceived Value in Social Media: The Case of Facebook Brand Pages.- Chapter233. An Abstract: Interacting and Learning through Cross-Functional Product Development Teams: Driving New Product Creativity, Design Value, and Product Advantage.- Chapter234. Product's Digital Transformation Effect on Perceived Luxury Level and Brand Authenticity: The Watch Industry Case: An Abstract.- Chapter235. New Product Advantage Infused by Marketing and Technical Resources: Does Modularity Design Matter? An Abstract.- Chapter236. Responses to Female Sexual Power Portrayals in Ads: An Abstract.- Chapter237. Psychological Effects of Social Exclusion on Stereotyping and Consumer Behavior: An Abstract.- Chapter238. Authentic Ethnic Advertisements Perception: An Abstract.- Chapter239. Personalized Online Recommendations and the Effect of Trust and Valence: An Abstract.- Chapter240. The Influence of Luxury Brands' Firm Engagement on Customer Engagement on Social Media: An Abstract.- Chapter241. Supply Chain Resilience on Business Continuity Programs: The Role of Anticipated, Inherent and Adaptive Resilience: An Abstract.- Chapter242. Corporate Social Responsibility beyond Borders: US Consumer Boycotts of a Global Company over Sweatshop Issues in Supplier Factories Overseas: An Abstract.- Chapter243. Every Coin has Two Sides: The Negative Effects of Brand Social Power, the Dual Character of Face, and Counterfeit Luxury Consumption: An Abstract.- Chapter244. Assessing Strategic Customer Behavior under Bounded Rationality: An Abstract.- Chapter245. Role of Task Difficulty in Brand Image Measurements: An Abstract.- Chapter246. \"What-are-you-looking-at?\": Implicit Behavioural Measurement Indicating Technology Acceptance in the Field of Automated Driving.- Chapter247. The Effect of Consumers' Asset Specificity Sensitivity on Mobile Payment Service Adoption: The Role of Switching Cost and Product Compatibility: An Abstract.- Chapter248. Personalization Perceptions in Retail Technology Adoption: The Mediating Role of Dependency and Intrusiveness: An Abstract.- Chapter249. Comparing Product Policy's Effectiveness for E-Commerce Companies: An Abstract.- Chapter250. Top Management Emphasis and Silo-Spanning Communication for Marketing Knowledge Integration: An Empirical Examination: An Abstract.- Chapter251. Brand Architecture Challenges in the Digital Age in the Context of a Broad Brand: An Abstract.- Chapter252. Are all Customer Empowerment Strategies Equally Beneficial? A Relative Efficacy and Issue of the Campaign Accounts: An Abstract.- Chapter253. Leveraging User-Generated Content for Demand-Side Strategy: An Abstract.- Chapter254. An Abstract: Sense and Sensibility: What are Customers Looking for in Online Product Reviews?.- Chapter255. Police Brutality and Running Shoes: Authentic Brand Activism or Woke Washing: An Abstract.- Chapter256. The Lazarus Touch of Heritage: Place Branding, a Multi Stakeholder Study: An Abstract.- Chapter257. The Influence of Retail Return Policies on Brand Image: An Abstract .- Chapter258. Bridging Islands: Boundary Resources in Solution Networks: An Abstract.- Chapter259. Value Proposition with the Relevant Business Ecosystem: The Moderating Role of Customer's Business Change.- Chapter260. How can Supervisors Help Frontline Employees Deal with Customer Mistreatment? An Abstract.- Chapter261. An Abstract: Wearing Expertise on your Sleeve: Increasing Customer Service Expectations through Employee Apparel.- Chapter262. Integrating Social and Activity Utilities to Explain Consumption: An Abstract.- Chapter263. Does Sampling Order Moderate the Effect of Autotelic Need for Touch on Product Evaluation: An Abstract.- Chapter264. Shopping Mall Values, Customer Satisfaction and Loyalty: The Moderation of Education Level in Morocco: An Abstract.- Chapter265. Usability of Automated Driving Functions: A User Experience Study.- Chapter266. Social Media Usage, Status Consumption, and Online Public Consumption: An Abstract.- Chapter267. CSR: The Best of Both Worlds: Driving Returns to the Business and its Employees: An Abstract.- Chapter268. The Public Healthcare System as a Service Network: An Assessment through the Time: An Abstract.- Chapter269. Relative Effectiveness of Direct and Indirect Comparative Advertising: The Role of Message Framing and Gender on Believability and Attitude Certainty: An Abstract.- Chapter270. Special Session: Blockchain Technology and how it will Change Marketing: An Abstract.","merchants_number":1,"ean":9783030391645,"category_id":1,"size":null,"min_price":239,"low_price_merchant_id":70255345,"ID":19735659,"merchants":["euniverse"],"brand":"Springer Berlin,Springer International Publishing,Springer","slug":"marketing-opportunities-and-challenges-in-a-changing-global-marketplace-proceedings-of-the-2019-aca","url":"\/produkt\/marketing-opportunities-and-challenges-in-a-changing-global-marketplace-proceedings-of-the-2019-aca\/","low_price_merchant_name":"eUniverse"}

Debating Bad Leadership: Reasons and Remedies

CHF 119.00

Debating Bad Leadership: Reasons and Remedies

Foreword (Barbara Kellerman, USA) Preface by Anders Örtenblad 1. Background and introduction: Why a book on explanations for the occurrence of so many bad leaders?Anders ÖrtenbladThe introductory chapter gives a background to why there is reason to discuss why there are so many bad leaders. It starts off by defining "bad" as well as "leader", some arguments in support of that there in...

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Background and introduction: Why a book on explanations for the occurrence of so many bad leaders?Anders \u00d6rtenbladThe introductory chapter gives a background to why there is reason to discuss why there are so many bad leaders. It starts off by defining \"bad\" as well as \"leader\", some arguments in support of that there in fact are many \"bad\" leaders. Thereafter, the remaining chapters of the book and introduced and presented. They are connected to a few basic \"leadership assumptions\". Finally, a few explanations to why there are so many bad leaders that are not dealt with elsewhere in the book, are briefly suggested. \u00a0SECTION I. INSUFFICIENT LEADERSHIP EDUCATIONA basic assumption here is that better\/good leadership can be learnt. This section contains chapters that focus on insufficient leadership education as the main explanation as to why there are so many bad leaders, and - thus - offer explicit or implicit suggestions for improving the situation that are in line with more\/better leadership education.\u00a02.\u00a0\u00a0\u00a0 For the cause of bad leaders, look to bad schoolingRobert Sternberg The causes of bad leadership, like the causes of any complex phenomenon, are themselves complex. But if one wants to understand at least some of the causes of bad leaders, look to bad schooling. Bad schooling is a proximate cause through which are channeled numerous distal causes. First, economic inequality, which has been rising in much of the world, leaves people desperate for solutions: Why are they poor when their neighbors are rich? Why are their economic outcomes worse than their parents\"? Why are they poorer than they were ten years ago? There are multiple sources of income inequality, such as increasingly capitalistic societies, increasing automation of lower level jobs, increasing outsourcing of jobs, and increasing sending of jobs abroad where they can be done more cheaply. But to recognize these complex causes requires critical thinking, and schools are doing a poor job of educating students for critical thinking. Instead, schools are placing inordinate emphasis on memorization of often useless facts. Populists, often would-be autocrats, take advantage of the lack of critical thinking on the part of their constituencies and seek easy targets to blame, such as immigrants (legal and illegal), members of certain religious or ethnic groups, or members of another political movement. People fall for populist arguments, and vote the populists in. Second, schools fail to teach students wise thinking, whereby they seek a common good for all, not just better outcomes for themselves. Populists appeal to the selfishness that is inherent in all of us: \"You are being hoodwinked and we are going to decimate those who are hoodwinking you.\" So the people vote for someone who will take care of them, even if it means treating members of other groups badly. Third, schools put undue emphasis on cognitive simplicity rather than cognitive complexity. Real-world problems are complex. They usually do not admit of simple answers. Populist arguments appeal to the lowest common denominator and are based on simple sound bites rather than complex rationales. So the populists redefine complex problems to be simple, like the true-false or multiple-choice thinking of so many school tests, and people fall for it. Finally, schools do not encourage creative thinking, the kind of out-of-the-box thinking that might encourage fresh answers to old problems. People see the old solutions do not work, and instead of seeking new and creative solutions, they turn to the old solutions that have failed time and again, such as blaming anyone for their woes except themselves. Thus, the focus of my chapter will be on the failure of schools to teach the kinds of thinking students need to succeed in and make sense of their lives. I will describe what might be done to move beyond such truly lazy thinking so that people would no longer be inclined to choose or accept as leaders populists who offer simple non-viable solutions to complex real-world problems. \u00a03.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The culture of bad organization leadership in Sub-Saharan Africa: Why contexts matterMuhammed Abdulai Leaders strive to make competent decisions all the time and will seek to suppress those factors which they perceive as compromising the potential for generating quality decisions. In this regard, leadership is the process of influencing the thinking, attitudes and behaviours of others by the led towards the attainment of common goals in politics, business, and organisation. In this study, I argued that the ability of leaders to influence the thinking, attitudes and behaviours of the led could be culturally and contextually dependent. In the context of Sub-Saharan Africa, issues of why there are so many bad leaders within the political, business and organizational environments could be explained from the perspectives of socio-cultural contexts where the leaders and the led are raised. In light of this, the study analyses the perspective of departmental heads at both public and private organizations on the influence of socio-cultural contexts on bad leadership decisions in the Northern, Upper-East and West regions of Ghana. The study revealed that there are so many bad leaders in Ghana, and it could be attributed to the fact that it is culturally not normal to criticise the policies and leadership styles of those in authority.Therefore, I assumed that the cultural variables the followers are socialised with have inhibit them from critiquing those in authority thereby resulting into the occurrence of so many bad leaders in Ghana. In view of this, if those in authority could get feedback from the led, there could improve on their leadership style, decisions, and become better leaders. Again, it is recommended that those in leadership positions in Ghana should be trained on the cultural dimension of bad leadership in Africa, and why they should appreciate why their style of leadership, policies and programs should be examined and criticised by the led.\u00a04.\u00a0\u00a0\u00a0 Leadership in educationJacky Lumby If education is the foundation of society then its leaders hold a uniquely crucial and exposed role. However, research has revealed multiple layers of failure. Rather than the inspiring child-centred leader desired by families many leaders use aggressive tactics that put the interests of the organisation before that of children or students. With the entry into the sector of private corporations and increasing competition, leaders exclude inconveniently challenging learners, manipulate examination entry, Institute zero tolerance regimes and gameplay inspection. Their ethics and practice fail children, particularly vulnerable children. Layered above this is a second level of failure as leaders focus on preparing children for a world of the past. Climate change and artificial intelligence render current forms of education and its leadership outmoded. Leaders in education fail to prepare all our children for the kind of future that existed to date, and they also fail to prepare children for the new kind of future that is rapidly approaching. Not all leaders in education are bad, but many are and the consequences for society are potentially calamitous.\u00a05.\u00a0\u00a0\u00a0 There is no such thing as a bad leader - just wrong capabilities for our times Fabian Dattner In the entirety of human history, the planet has been abundant. Our brain developed in this context. We discovered we could bend the environment to suit our needs. Mostly control and power (over environment, people and assets) were exercised by men. There was no break on our greed. There was always more - more to eat, to own, to create. This carved our approach to leadership. Our own successful history.In this environment, strong dominated weak: rich over poor, educated over uneducated, men over women. We valued, in our leaders, individual strength - aggression, I over we, short term wins.Today, confusingly, we are better educated, better fed, less disease and less warfare than ever before. So clearly leadership at some level is working.But something far bigger than human activity is now at play. The evidence is mounting that the planet cannot sustain our voracious, selfish approach to resources. In large part, leadership today is an exercise in unrestrained greed because there was never a consequence to our behaviour.Today there is. So why are there so many bad leaders? There aren't. We are a consequence of our own evolutionary success. Unfortunately, very few (who weren't themselves scientists) realised the cost of how we were leading. No one ever said that eventually, the planet would spit our species out. Bad is a relative word, an aggressive leader serves you well when you are under attack from a single threat - likely another aggressive leader.But not now. The current suite of rewarded leadership capabilities will see our species extinct or radically reduced within 100 years (if we are lucky).Yes we need more women. But mostly we need all leaders to shift to inclusive, collaborative and legacy minded leadership. How will this be solved? The answer is surprisingly simple and, if truth be told, manifestly unlikely to happen. For every $100 spent on innovation, infrastructure, transport, building, technology, entertainment, spend $10 on building the leadership capability that will guide our use of the output. Educate leaders. Build genuine and evidence based self awareness, teach the skills of collaboration and inclusion, test the skill of leaders by measuring the response to their leadership. Reward what happens to an organisation 5 years after a leader leaves. Why is this unlikely to happen? Because you don't commit to solve a problem you simply do not understand and incumbent leadership doesn't understand that they are part of the problem. How do we shift this? As has always been the case, listen carefully to the people. The stories of the future are writ large in the big patterns of the present.\u00a0SECTION II. INSUFFICIENT LEADERSHIP DEVELOPMENTA basic assumption here is that better\/good leadership can come true through appropriate leadership development. This section contains chapters that focus on insufficient leadership development as the main explanation as to why there are so many bad leaders, and - thus - offer explicit or implicit suggestions for improving the situation that are in line with more\/better leadership development.\u00a06.\u00a0\u00a0\u00a0 Heads above the rest: The cognitive demands of leading the modern organizationTom Giberson This chapter takes the position that 1) there are many \"bad leaders,\" and 2) the reason for this is that the leadership demands\/needs of (post-)modern organizations is beyond the developed capacity of the majority of the population, and thus beyond the developed capacity of most leaders. The case for \"bad leaders\" will be made by publicly available data of leadership effectiveness, including such measures as organizational performance, employee engagement, etc. Robert Kegan's (1982, 1994) theory of adult development provides the theoretical framework for the chapter's primary argument and suggestions for \"what to do about it.\" The title of Kegan's second book on the subject-In Over Our Heads (1994)-summarizes nicely the developmental challenge of everyday life in (post-)modern society. In this chapter, the author will specifically apply Kegan's theory to the challenges before today's leaders that result from the mismatch between the demands of the environment and leaders' developed capacity to successfully navigate these demands. In short, the demands on the (post-)modern leader are simply more complex than most leaders' developed capacity to be fully effective as leaders.Kegan's approach to adult cognitive and emotional development integrates both the individual and the context in which the individual exists-whether in a work or non-working context-over the course of a lifetime. Key to Kegan's theory are the concepts of orders of consciousness and subject-object. Kegan suggests that there are 5 primary levels of consciousness that humans have the potential to develop to or through over the course of their lifetime. While \"in\"-or held-in one of these levels, certain features of the self and outside world are held as object, and thus within our awareness and capacity to account for emotionally, cognitively, and behaviorally-we can make informed choices based upon this awareness. One is subject to other internal and external features that vary in complexity across the stages, what one can hold as object and what one is subject to changes as one develops over time, experience, and maturity. As we develop in complexity and capacity, we can hold additional-and more complex-features of the self and environment as object, and what was once subject becomes object. Features of the self and external world that one is subject to are those features outside of our awareness and\/or capacity to account for, and thus unconsciously limit our choices. In a very real way, one's currently achieved order of consciousness identifies the aspects of the self and environment that we are emotionally and cognitively able to \"hold\" as object-and thus reflect on, consider as part of the system in which we operate, and therefore make choices about how we operate within our environment. Those aspects of the self and environment that we are subject to identify those aspects of the self that function similar to a computer-it runs the program without any recognition that a program is running-it simply does. For example, while held in the second order of consciousness (most typically experienced by children aged 9-13), one is able to hold as object one's impulses (which one was subject to within the first order) and thus begins to socially self-regulate and not simply do whatever comes to mind without regard to the context. Individuals are simultaneously subject to their own needs, preferences, and self-concept, as they are incapable of holding these things as object. In contrast, an individual who has developed to the fifth and highest order of consciousness (a not-common achievement) is able to hold as object their own self-regulation, self-authorship, and self-formation. This enables such leaders to understand and separate their own perspective and related biases, shortcomings, etc., as well as the multitude of alternative views, opinions, cultures, personalities, etc. within the organizational system. As leaders, these individuals have the potential to find solutions despite the seemingly incompatible and competing demands, perspectives, interests, and systems at play (e.g., working within a global, matrixed organization) because they are not subject to them, rather, these leaders can hold such features as object. Such leaders are thus uniquely able to work more effectively within the complex (post-)modern organization. Leaders at lower orders simply have not developed the emotional and cognitive complexity to effectively lead given the sheer complexity and demands of the environment.The chapter will include specific examples of Kegan's theory in action based upon the author's 23 years of experience as an executive coach and consultant. The chapter will also include examples of how leaders and organizations might support leaders at various developmental stages to improve leader effectiveness, and thus, reduce the number of \"bad leaders.\"REFERENCESKegan, Robert (1994).\u00a0In over our heads: The mental demands of modern life. Cambridge, MA:\u00a0Harvard University Press.\u00a0Kegan, Robert (1982).\u00a0The evolving self: Problem and process in human development. Cambridge, MA:\u00a0Harvard University Press.\u00a0\u00a07.\u00a0\u00a0\u00a0 Bad Bosses: Realities, Reasons and Remedies Charlie Kerns Alarmingly, the base rate for ineffective, incompetent and\/or abusive leaders remains high and is a disappointing reality in too many organizations. Evidence of the negative impacts and costs that bad bosses have on workforces across the globe is growing. Some reasons for this circumstance can be linked to unintegrated leadership development efforts, misguided implementations of high performance work practices, and under utilization of well-being enhancement programs. Remedies may be gleaned from applied practice-oriented research with a bent toward providing practitioners with relevant frameworks and tools for enhancing workplace high performance with high well-being. Selective solutions may be targeted to impact strategic as well as operational organizational levels. This chapter takes on the topic of bad bosses by providing some evidence-based realities regarding this epidemic, exploring some reasons for this current state of affairs, and considering some ways to help remedy this dark and destructive side of leadership.\u00a08.\u00a0\u00a0\u00a0 Explaining vs. Responding to Ethical Failures in LeadershipTerry L. Price One might think that the nature of the response to unethical leadership depends on the nature of its explanation. For example, if ethical failures in leadership are the result of self-interested behavior on the part of leaders, then we should arrange incentives so that ethical, not unethical behavior, ultimately pays off. Similarly, if unethical leadership is the result of a lack of understanding on the part of leaders about what ethics requires, then it would seem that an appropriate response would be to improve how leaders think about the ethics of their own behavior. I have elsewhere referred to these approaches as the \"volitional account\" and \"the cognitive\" account, respectively (Price, Understanding Ethical Failures in Leadership, CUP, 2006). In this chapter, I argue that both volitional and cognitive explanations of ethical failures in leadership call for a cognitive response. The basic argument is this: even if the source of unethical behavior is self-interest, leaders are unlikely to think of their behavior in this way and much more likely to rationalize their exception making in terms of the common good or some other purported justification. The best response to ethical failures in leadership is therefore a cognitive one, though not in the sense of teaching leaders what ethics requires. Rather, we must get leaders to understand their own propensity to justify what they do-indeed, sometimes using ethics itself as a tool in their justifications. \u00a09.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The pending revolution of motives in business leaders.Nuria Chinchilla and Esther Jimenez We are facing a crisis of leadership in all areas: personal, family, social, and also business. This crisis is a crisis of values, a crisis of criteria \/ motives that leaders use in their daily decision-making processes. In this chapter we will deepen in the motivational learning of the leader and its impact on his\/her vision of reality and on his\/her leadership style.\u00a0SECTION III. INSUFFICIENT SELECTION PROCESSESA basic assumption here is that some have it, some have it not, and that it, thus, is a question of selecting the right people (that is, those who have it). This section contains chapters that focus on insufficient selection processes as the main explanation as to why there are so many bad leaders, and - thus - offer explicit or implicit suggestions for improving the situation that are in line with more sufficient recruitment and\/or selection processes when it comes to leadership succession. Hence, it is a question of finding better measures through which those who have what it takes are selected, while deselecting those who have not what it takes.\u00a010.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Ethical Failure and Leadership-Treatment or Selection? Jessica FlaniganMany discussions of ethical failure in leadership explain ethical failure as a result of the challenges associated with leading. For example, in Ludwig and Longnecker's seminal analysis of the Bathsheba Syndrome, they argue that modern-day leaders, like King David, are subject to ethical failure because they lose professional focus and develop an inflated sense of their own agency once they are successful. In contrast, Terry Price argues that leaders are disposed to ethical failure not because of their own weakness of will but because they develop false beliefs about the scope of moral requirement. Namely, leaders begin to believe that the rules do not apply to them. In this essay, I offer an alternative, though complimentary diagnosis of ethical failure in leadership. I argue that leadership always involves some form of relational inequality. People who are comfortable with assuming unequal relationships with people may display this disposition more robustly. I then review the theoretical reasons and empirical evidence in support of this hypothesis, which could explain the seeming correlation between leadership and ethical failure in terms of selection effects for leadership positions rather than exposure effects related to the demands of leadership. Though my approach is primarily philosophical, I also propose that this argument yields a useful hypothesis for further social scientific research. \u00a011.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The Importance of Reflective Practice to Improve Bad Leadership Richard Ladyshewsky Leaders (Managers) often move in to their positions because of their technical knowledge and expertise. There is an assumption that this excellence will translate in to being an effective leader\/manager. All too often, however, this is not the case and leaders\/managers then blame their team and others for poor departmental or organizational productivity. Leaders\/Managers need to view their\"'leadership and management\" role like any other professional needs to view their role. There are distinct competencies needed for effective leadership and management and individuals in these roles must have well developed reflective capabilities to understand their strengths and weaknesses. This self-awareness and ownership of deficits can then be harnessed to build development strategies to improve leadership\/management practice. These practitioners need to be life-long learners in order to be effective. They must also look inwards for the solutions to many of the leadership and management challenges they face. Many of which might be caused by their lack of self-awareness!\u00a012.\u00a0\u00a0\u00a0 Why Good leaders make Bad decisionsJo Whitehead While there may be bad leaders, many bad decisions are made by good leaders who find themselves in the wrong situation. This creates a mis-match which leads to a corporate stumble or failure. There are two types of mis-match. The first is that their capabilities, which are typically honed for a particular business, are inappropriate for a new corporate challenge that they take on, or which is thrust upon them. The second type of mis-match relates to decision making biases. Decisions are made based on the experiences, prior judgments, self interests and attachments that the decision maker brings to a decision. These can be appropriate and helpful - for example, when dealing with a typical decision in the core business. But, they can be misleading if, for example, the decision maker is faced with a new situation. In this way, good leaders can end up acting as bad leaders.\u00a0SECTION IV. LEADERSHIP POSITIONS TURN THOSE OCCUPYING THEM BAD A basic assumption here is that anybody who takes on a leadership position may turn into a \"bad\" leader. This section contains chapters that focus on that it is the \"design\" of leadership positions in itself that transforms people and (good) leaders into bad leaders. It can be that the conditions for those occupying the positions are harmful to them in any way, or it may be that the positions are so very attractive, since they come together with power and benefits to an extent that makes it difficult for any holder of leadership positions to avoid abusing this power or\/and these benefits. Thus, the chapters in this section suggest - explicitly or implicitly - that the situation might be improved by a \"re-design\" of leadership positions, to make them less harmful to the people who occupy them, inclusive of regulations limiting the opportunity to misuse ones power as leader or the benefits that one is offered.\u00a013.\u00a0\u00a0\u00a0 Nordic female leaders and their experiences of 'bad leadership': Cases from IcelandEinar Svansson and Sigrun Lilja Einarsdottir In this chapter, we put forward two related arguments: Firstly, that bad leaders are frequently the result of too much stress that they don\u00b4t cope with. This possible burnout can negatively affect their decision-making and the corporate culture. Bad leadership is a result of negative power dynamics and authoritarian tendencies that are counteractive to democratic leadership style and open dialogue. Bad leaders tend to shy away from delegating and trusting middle managers and co-workers resulting in too much workload and top-down decision making. This behaviour can lead to weaker, non-professional decision-making, tunnel vision and worse results for the organisations. At the same time, the top director will endure more stress and is in more danger of burn-out and in risk of deteriorating health and well-being. We emphasize that these leaders are not \"bad\" by nature but become \"bad\" due to harmful working conditions. Secondly, exemplary women leaders are interesting cases because they seem to cope with even more stress and difficult personal circumstances than men. Having said that, we're not saying that women are necessarily better \"by nature\" to lead than men - however, company culture and cultural gender discrimination makes the corporate ladder more slippery for women than men and women are thus more likely to experience \"bad leadership\" on their way. Women are also more likely to be in overall more stressful conditions by shouldering more responsibilities in their personal life than men so women in management may have developed valuable methods to cope with stressful working conditions. The lessons we learn from the experiences of women leaders in terms of \"bad leadership\", particularly women who have accomplished unusual success as top directors in their organisations, are important guidelines to improve management by controlling stress load and use coping techniques against burnout. The Nordic countries are in the forefront in terms of gender equality (OECD, 2018) and Nordic leadership style is considered open and informal. Bifr\u00f6st University has in recent years focused on the Nordic Leadership Model (NLM) and conducted preliminary studies in Iceland testing the characteristics of Nordic leadership styles. This chapter reports primary findings from an Icelandic study on the characteristics of exemplary Icelandic female leaders and top managers and their leadership styles (based on qualitative semi-structured interviews with specially chosen group of women that have got nominations and\/or prizes for excellent leadership record in recent year in Icelandic organizations). Findings indicate that participants provided various narratives on their experiences of bad leadership on behalf of some of their former superiors. Furthermore, they addressed their views on plausible causes that lead to 'bad leadership', such as burn-out as a result of too much workload, overwhelming responsibility and a lack of coping mechanisms and self-care (with women in a specific danger of burning out, due to more domestic responsibilities). In addition, results demonstrated that leaders who do not practice open and informal leadership style are less likely to gain trust from their employees, which might affect their leadership style and behaviour for the worse, and bad leaders tend to be more individualistic and self-oriented. Nordic female leaders have strong support from family and friends and are very active physically and mindful. How successful leaders cope with stress and burnout (such as with sports, leisure and mindfulness) can help to improve leadership tenure and minimise and\/or lower the burnout effect in management. \u00a0\u00a0\u00a014.\u00a0\u00a0\u00a0 A Critical Leadership Theory PerspectiveJennifer L. S. Chandler A critical examination of why there are so many bad leaders is accomplished through applying a critical leadership theory lens. One answer is simple according to critical leadership theory. People who want to exploit organizational systems, processes, and people to achieve their own aims strive to occupy what are commonly referred to as leadership positions. In fact, such people are often referred to as exemplary leaders, strong leaders, or natural leaders. Whether the desire for such positions stems from a craving for autonomy and agency or for accumulating personal resources, critical leadership theory asserts that there is an abundance of leaders deemed bad because they aim for goals that do not support human flourishing. These bad leaders' goals may be unethical and harmful, or they may be simply misinformed and misaligned with the benefits the organization purports to generate. This chapter applies several critical leadership tenets to the question and explore those perspectives.\u00a015.\u00a0\u00a0\u00a0 Shining a light on toxic leadershipGeorge Boak The term \"toxic leadership\" was first coined by Jean Lipman-Blumen in 2005 in. A number of research papers since then have explored the \"dark\" characteristics and unethical behaviours of some leaders and managers, such as narcissism, Machiavellianism and hubris. The topic has been given extra relevance by corporate scandals, such as Enron, which caused some academic researchers to consider, or re-consider, their position on ethical leadership behaviour, then the banking crisis, and more recently by the Steinhoff scandal, the current France Telecom court case, the #MeToo movement, the Diesel Gate affair at Volkswagen, the Nissan-Renault investigations, and numerous allegations of bullying in different sectors.The chapter argues that bad (toxic) leaders are probably no more common than they were thirty years ago, and that they are not as numerous as the publicity would indicate. The chapter argues that these bad leaders arise through a combination of individual characteristics (such as narcissism) together with the opportunities for abuse of power that exist in many management positions, with the additional dynamic in more modern times of increasing business complexity and, in the West, growing inequality that has given rise to a sense of entitlement. The chapter also explores whether shining a light on toxic leadership appears likely to inhibit its practices, or whether this exposure may simply reinforce and habituate some of these toxic behaviours.\u00a016.\u00a0\u00a0\u00a0 Bad Leadership: The Role of Bad FollowersGeorge R. Goethals Some leaders are bad because of their personalities. For example, they may have the \"dark triad\" traits of narcissism, Machiavellianism, and psychopathy. But more are made bad by elements of the leader-follower dynamic. Followers' needs for direction, protection and order, and for self-esteem, lead them to be all too ready to identify strongly with leaders in ways which disable them from challenging leaders' authority. Freud identified the phenomenon of uncritical love for strong leaders which disables followers' ability to think clearly or to oppose leader initiatives. These dynamics enable leaders to direct behavior toward ineffective or unethical ends. Max Weber's discussion of charismatic leadership and more recent discussions of charisma raise questions about whether such leaders genuinely empower followers or essentially infantilize them, reducing their ability and motivation to think and to challenge. Once individual and group needs greatly empower leaders, at the expense of followers' power, the transformative effects of feeling powerful generally follow. These effects include leaders' inability to take followers' perspective, risk taking, selfish disinhibition, and viewing others only as means to leaders' ends. The combination of disempowered followers and disinhibited, self-focused leaders creates all too much bad leadership. \u00a017.\u00a0\u00a0\u00a0 Shrinkage, Separation and Knowledge Suffocation: Towards a Psychological Politics of Toxic Leadership'Ricardo Blaug The problem of \"toxic\" leadership, and the control of tyrants large and small, is prevalent throughout human history and as pressing today as it ever was. The negative effects of what the ancients called hubris are well-known: poor decisions, corruption, cruelty-yet we know little about why this occurs and what drives its compulsive repetition. A leader is both an individual and a participant in an organisational hierarchy. As such, ineffective leadership is a \"disorder of position\", one that afflicts certain people upon promotion. By drawing on advances in cognitive neuroscience and the study of information flows in organisations, this paper argues that the prevalence of bad leadership is due to a coming-together, an easy meeting, or \"fit\", between hard-wired individual psychological tendencies and the structural knowledge demands of an effective organisation. Hubris is thereby revealed as a product of this unfortunate meeting between personality and hierarchy. The paper first identifies the individual psychological causal mechanisms that entice the leader to become toxic. It then explores the influence of hierarchic \"position\" on the knowledge processing of susceptible individuals. In this way, all leadership, and indeed any special privilege, is seen to threaten a shrinkage of perception, a growing organisational separation and isolation, and finally, nemesis, or death by knowledge suffocation. The paper concludes that toxic leadership occurs where psychology meets politics. It is chronic-in the face of the climate emergency, possibly fatal-and tyrants of all sizes will forever need control by those who suffer their abuse. \u00a0SECTION V. MULTIPLE EXPLANATIONSThis section contains a couple of chapters that offer multiple explanations as to why there are so many bad leaders. First, there is a chapter that explains the occurrence of so many bad leaders by (1) leadership positions make those occupying them bad, (2) insufficient selection processes, and (3) a lack of surveillance and control mechanisms (note that this, the third, explanation has not been dealt with anywhere else in the book, and for this reason I may present it in some more depth when introducing this chapter and\/or book section). Second, there is a chapter that explains the occurrence of so many bad leaders by (1) insufficient leadership development, and (2) insufficient selection processes.\u00a018.\u00a0\u00a0\u00a0 How Toxic Employees Ascend to Leadership Clive Boddy This chapter outlines some of the main personal, organizational, environmental and cultural reasons why toxic leaders - including corporate psychopaths, Narcissists and Machiavellians-can ascend to senior leadership positions. The perception that leadership is \"rotten\" or in crisis has accompanied this rise in toxic leadership. Further, the idea that the subject of toxic leadership has been insufficiently studied has been voiced. Personal explanations for toxic leadership ascension are associated with individual motivations, including a personal drive to gain money, power and prestige, together with a ruthless willingness to acquire these by any means available. These agencies include a willingness to engage in lying about career accomplishments and academic qualifications, including falsely claiming to have originated the good work of others. These ruthless individuals are also adept at upward impression management, giving those above them a misleading perception of their true character, experience and abilities. These personal characteristics enable the toxic leader to ascend, regardless of their toxic identification by peers and reports. Organizational causes of toxic leadership ascension incorporate insufficiently thorough and relatively shallow selections processes and a reliance on the job interview as a main tool for selection. This allows the unemotional psychopathic personality to apparently outperform other contenders via their unflappable presentation styles. Furthermore, it allows the CV fraud and fallacious competency claims to go undetected. Their entry into organizations and rise within them is thus expedited. Environmental influences on toxic leadership ascension include a rapidly changing workforce where personnel are not adequately acquainted enough with co-workers to recognise and alert others to the more hidden and unsavoury characteristics of some of their number. Additionally, as large numbers of colleagues flee the affected work environment, there are decreasing numbers of employees who are sufficiently aware of the personality of the toxic leader to give accurate assessments of their workplace efficiency. This aids their longevity in position. Cultural factors influencing toxic leadership ascension comprise of the value some organizations and societies put on apparent individual achievement and on the pursuit of profit. Further, a relative unawareness of the presence of individual employee malevolence allows toxic employees to remain unrecognised and unchallenged until large damage becomes evident. Cultural influences also include the development of a culture of fear within organizations managed by toxic leaders. Fear induces cognitive paralysis and reduces the effectiveness of intellectual and emotional responses to the presence of the toxic leader. This facilitates their maintenance of power. \u00a019.\u00a0\u00a0\u00a0 The Good, The Bad, and The Evil: A social system psychodynamic look at leadingJack Denfeld Wood and Alyson Meister This paper explores the shadow side of leading from a social system psychodynamic perspective. We argue that the reason for so many \"bad leaders\" is connected to a leader's unawareness of, and ineffectiveness in addressing, the deeper psychic needs of themselves and their followers. We argue that typical academic leadership initiatives fail to develop the necessary capacity for 'psychological thinking', i.e., working rationally and emotionally.We articulate a robust definition of leadership that distinguishes between \"a leader\" (a formal or informal role), and \"leadership\" (a complex social psychological process). We suggest that virtually all leadership is exercised within a small group, and offer a model of leadership that includes both functional and ethical dimensions.Essentially, leading is a process that mobilizes some human collectivity (pair, group, organization, country) to move from A to B. Our model includes four factors that must be accomplished to successfully mobilize followers to accomplish a task: (1) Vision (ultimate goal, primary task), (2) Communication of that vision, (3) Drive (the power, motivation, and inspiration necessary to achieve that task) and, (4) Control (guidance-keeping the group, organization or country on track). However, task accomplishment is only one element of leading. Maintaining group relations are the other, and requires acute awareness of the external and internal context of leadership-Situational Awareness (of the social\/political\/economic\/cultural context, essentially external reality) and, Self-awareness (of one's deeper internal motivations, strengths, weaknesses, and shadow). In our paper we offer suggestions on how to select and develop responsible (effective and ethical) leaders by developing their capacity to lead wisely, i.e., developing those who are not only effective leaders, but who are moral ones too, by developing their capacity for situational awareness and self-awareness.\u00a0SECTION VI. BEYOND BAD LEADERSThis section contains three chapters that, in different ways, go beyond the question of why there are so many bad leaders. First, there is a chapter that suggests that it in fact is unreasonable expectations on leaders that turn them into bad leaders and, thus, this chapter indicates that \"bad leaders\" is somewhat of a pseudo problem. Second, there is a chapter that critically examines and questions the very question that the present book is based upon. Third, there is a chapter in which the author argues that rather than bad leaders, there are too many bad followers. \u00a020.\u00a0\u00a0\u00a0 Fake Leadership Makes Bad LeadershipLiisa V\u00e4likangas This chapter takes a contrarian position that leaders-when being authentic or true to themselves-are always or automatically (more) attractive to their followers. What if nobody likes the \"real you\" much? You are too driven? Micromanaging? Behaving in a way that comes naturally may simply not be appropriate in many a situation. I argue that a lot of bad leadership is explained by leaders seeking to conceal their \"real selves\" in a made-up veneer of \"authenticity\"-there are received roles to play, prescribed masks to wear, deeper identities to conceal. Being a leader requires certain decor so some skilful acting is always necessary. In sum, a lot of bad leadership stems from the too often uncontested idea that leaders need to show their authentic selves, and failing that due to complex demands set on leadership, they turn into fakes - look-alike-authentics - that ring false to followers.\u00a021.\u00a0\u00a0\u00a0 Bad Leaders? Or a Bad Idea?Richard Little and Jem Bendell It is 50 years since Jeffrey Pfeffer proposed that leadership might not, after all, be a significant factor in organisational outcomes. Meindl, Dukerich and Ehrlich (1985) went further. They examined the effects of performance outcomes, good and bad, on the strength of leadership attributions and concluded that faith in leaders was largely a romantic delusion (it is, of course, possible that romantic delusions have real force, though, by and large, magical thinking seems to have got the world into a mess). Gemmill and Oakley (1992) gave us leadership as an alienating myth and for Alvesson and Sveningsson (2003) leadership was a Cheshire cat whose body disappeared, leaving only a smile. On another view, the explanatory power of the idea of leadership depends on a \"fantasmatic logic\" (Glynos and Howarth, 2007). What more must we do to show that the idea that hyper-competent individuals should be primary social and organisational actors is a fantasy, a dangerous delusion? We argue that the question whether or not there are bad leaders is trivial: the important question is whether we can get past an infantilising social pathology that occludes and derails social deliberation and participative democracy at a time when our survival on a just and liveable planet needs those things more than it ever has before.\u00a022.\u00a0\u00a0\u00a0 Why We Have So Many Bad Leaders TodayWarren Blank1. Recall the points from my previous notes:a. Leaders are those who gain willing followers and my topology of \"Good, Bad, or Ugly\" leadersb. All three earn the \"leader\" label because others follow them (one who cannot attract other's support is better described as a \"non-leader\")c. Followers \"make the leader.\"2. Being \"in-charge,\" having formal authority (i.e., a manager, military officers, electedpolitician, etc.), does not make one a leader unless others willingly follow versus simply comply with their position power a. People in charge may display \"bad\" qualities (e.g., tell lies, contradict themselves, take inappropriate action, etc.) or make \"bad\" decisions (e.g., actions that result in loss of market share\/value or social\/political prestige)b. Multiple resources document reasons for \"bad\" managers\/management (e.g., failure to analyze\/understand the environment, inability to create a strategy that matches organizational strengths with environmental opportunities, poor communication of a vision\/strategy\/goals, lack of compelling core organizational values, failure to engage and empower others, not recognizing or rewarding \"success\" behaviors, poorly designed systems and processes, etc.). 3. Leaders gain and maintain willing followers based on the follower's subjective interpretation of:a. Personal credibility (i.e., the follower's perceived believability in another's personal qualities and how the other presents him\/herself)b. Path credibility (i.e., the follower's perceived belief in the value, benefit, relevance, and practicality of a course of action).4. To have \"impact\" one must either gain:a. \"Enough\" followers (e.g., numerical critical mass: majority or plurality rule-the most votes in politics, or the most supporters within a group) or b. The \"right\" followers (e.g., enough electoral votes in the US Presidential election, or key people in a group who have formal authority or have high personal credibility, etc.).5. Influence techniques that create personal or path credibility are not new. They have impact when they \"trigger\" follower support with regard to:a. \"Outcome issues\" (i.e., one path offers more benefits-e.g., financial-than another, the WII-FM factor)b. \"Either-or values issues\" (e.g., What is \"right, correct, good\" versus \"wrong, inaccurate, bad:\" Nationalism or federalism? Climate change is real or a hoax? Pro life or pro choice?Support for or against immigration, gun control, etc.)c. \"Emotion-based issues\" (i.e., fear, powerlessness, uncertainty, etc. or trust, respect, rapport, etc.). 6. People follow because they want what leaders offer-Good, Bad or Ugly. Leaders are a reflection of those who support them.7. What may be relevant\/new at this time are:a. Increased \"communication intensity\" through:* Social media which allows direct, unfiltered access to needed followers* Multiple 24 hour easily accessible media sources (e.g., cable news networks, on-line, and print media)b. Cognitive bias that favors one point of view versus observable, measurable, valid, reliable, generalizable, fact-based information c. The introduction of the idea of \"fake news\" which allows some to discredit any information that does not support a point of view by simply saying, \"It's fake news.\" The, \"It's fake news refrain,\" limits a willingness to challenge (and ideally overcome) cognitive bias d. The findings of neuroscience that reveal neurons that fire together, wire together, and how continuous repetition of information-priming-changes the brain to create a \"reality,\" \"identity,\" or \"truth\" and can form a cognitive bias that supports one person\/path versus another.\u00a0","merchants_number":2,"ean":9783030650247,"category_id":1,"size":null,"min_price":119,"low_price_merchant_id":70255345,"ID":19785395,"merchants":["euniverse","weltbild"],"brand":"Springer Berlin,Springer International Publishing,Palgrave Macmillan","slug":"debating-bad-leadership-reasons-and-remedies","url":"\/produkt\/debating-bad-leadership-reasons-and-remedies\/","low_price_merchant_name":"eUniverse"}

The Changing Face of Medicine

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Debating Bad Leadership: Reasons and Remedies

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