https://hdl.handle.net/1721.1/55345 2026-04-05T21:54:32Z https://hdl.handle.net/1721.1/55956 Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale Pittinsky, Todd L.; Hadley, Constance Noonan; Sommer, S. Amy Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale’s construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy. 2009-07-01T00:00:00Z https://hdl.handle.net/1721.1/55955 Transformational Leadership And American Foreign Policy: A Preliminary Analysis Nye, Joseph S., Jr. Foreign policy is usually over-determined. The “national interest” often appears to be an immutable dictation of the international system and of domestic politics. As Henry Kissinger put it when he was Secretary of State, “the essential outlines of U.S. policy will remain the same no matter who wins the U.S. Presidential election” (Wittkopf, 2003, 524). Yet sometimes, “reality” is more malleable than it first appears. Not so long ago, it seemed “unimaginable” that the Soviet Union would disappear and Germany would be peacefully reunited. As former National Security Advisor Brent Scowcroft put it in 2003, the main divisions in foreign policy today are not between liberals and conservatives, but between the traditionalists and the transformationalists.1 The transformationalists believe that “we know what has to be done and have the power to do it. What has to be done is to transform the Middle East into a collection of democracies. That will bring peace and stability” (Rothkopf, 2005, 428). Transformational leadership has become a central part of the current debate about American foreign policy. 2006-01-11T00:00:00Z https://hdl.handle.net/1721.1/55954 Not So Lonely At The Top?: An Exploratory Study Of The Multiple Commitments Of Aspiring Leaders Pittinsky, Todd L.; Welle, Brian Leadership is often viewed as a lonely endeavor, as this quote exemplifies. Leaders are frequently perceived as standing “alone” at the top of the hierarchy. Drive and sustained commitment have been linked to the attainment of leadership positions (McClelland & Boyatzis, 1982), findings that are corroborated by the many public and private sector leaders who have described the years of intense work, perseverance, and sacrifice that led to their success. Traveling the path to career success and leadership positions can come at the expense of developing rewarding relationships with friends and family (e.g., Hewlett, 2002). 2006-01-10T00:00:00Z https://hdl.handle.net/1721.1/55953 Should Officials Obey The Law?: (And What Is "The Law," Anyway?) Schauer, Frederick Should Presidents obey the law? And how about governors, mayors, admirals, sergeants, members of Congress, police officers, and various other public officials? To many people, the answer to the question is obviously “Yes,” but perhaps things are not so clear. 2006-01-09T00:00:00Z https://hdl.handle.net/1721.1/55952 Knowledge Nomads: Understanding an Overlooked Segment of the Workforce Helps Managers Lead Pittinsky, Todd L.; Shih, Margaret J. Managers have formal and official supervisory authority within an organizational hierarchy. As a result, a perennial concern of managers is employee mobility, i.e., the turnover of workers, and the implication of worker mobility for the staffing of critical functions in the organization. 2006-01-08T00:00:00Z https://hdl.handle.net/1721.1/55951 Public Health Leadership In The 21st Century Koh, Howard K.; McCormack, Michael Leadership in public health requires stretching the mind and soul in almost unimaginable ways. Living the dynamic tension of health as “part individual good served by medicine and part public good secured by public health activities” (Institute of Medicine, 2003a) represents a privilege and an awesome responsibility. Upholding the health of others requires complementing a foundation in science with skills in government, policy, media, economics, sociology, ethics and other dimensions. To survive and thrive, public health leaders must practice the “tactics of the transcendent” (Parks, 2005). 2006-01-07T00:00:00Z https://hdl.handle.net/1721.1/55950 How Individual Power Use Affects Team Process and Performance: Implications for the Powerholder Mannix, Elizabeth; Wageman, Ruth Even within teams of peers, certain individuals have more power than others. Individual members may have essential skills and experience, networks outside the team, or status within the organization that give them more power than the average team member (French & Raven, 1959; Hollander, 1958). How these powerholders use their power may vary from team to team. For example, consider a task force whose purpose is to solve a problem in the organization’s ability to attract new members. One member of the team is especially expert in member-engagement practices and root cause analysis, upon which the team is dependent to complete its task well. This dependency gives her power (Emerson, 1964). She might use her power solely to influence the team’s task approach in the areas most relevant to her particular skill. Or she may use her special influence to dominate a range of team functions, from managing relations with senior leaders, to controlling the conflict-management processes within the group. Or she might exert no special influence at all, acting as an average team member in all domains. What consequences might her choices have for the effectiveness of this team? 2006-01-06T00:00:00Z https://hdl.handle.net/1721.1/55949 Agenda Setting And The Role Of Leadership In National Health Care Reform During The Early 1990s Kang, Michael S, Health care reform was the dominant issue on the political agenda during the early 1990s. Few issues during the decade persisted on the public agenda for so long. Why did it resonate so loudly? And why did it emerge then, from 1991 to 1994, rather than earlier or later? Did public opinion drive political leaders to address health care reform, or did political leaders convince the public of health care reform’s importance? 2006-01-05T00:00:00Z https://hdl.handle.net/1721.1/55948 Narcissism And Leadership: A Review And Research Agenda Rosenthal, Seth A. It is clear that a significant number of world leaders have rigidly grandiose belief systems and leadership styles. Often, the authors who recount the “psychohistories” of these leaders connect both the leaders’ assent to power, and their ultimate (and seemingly inevitable) downfall, to their narcissistic grandiosity. While not every author employs the term “narcissism” to describe the leader in question, across the board they reliably depict individuals whose aspirations, judgments, and decisions, both good and bad, are driven by unyielding arrogance and self-absorption. The pantheon of purportedly narcissistic leaders ranges from the great tyrants of recent history including Hitler, Stalin, and Saddam Hussein (Glad, 2002), to lesser-known malevolent leaders like the founder of the American Nazi Party, George Lincoln Rockwell (Miliora, 1995) and cult leader Jim Jones (Zee, 1980), great historical figures such as Alexander Hamilton (Chernow, 2004), business leaders of all stripes including Steve Jobs (Robins & Paulhus, 2001), Michael Eisner (Sankowsky, 1995), David Geffen (Kramer, 2003), and Kenneth Lay (Kramer, 2003), and an eclectic and sometimes surprising list of current political leaders such as Benjamin Netanyahu (Kimhi, 2001), John McCain (Renshon, 2001), George W. Bush (Krugman, 2005; Suskind, 2004), and both Jimmy Carter and his mother, Lillian (Glad & Whitmore, 1991). 2006-01-04T00:00:00Z https://hdl.handle.net/1721.1/55947 Running Alone- And Together: Presidential Leadership In A Divided System Burns, James MacGregor On the morning of November 5, 1956, Democrats across America were in despair. Dwight Eisenhower had done it again. His first victory, in 1952, had been understandable—memories of his military leadership in World War II were still fresh. But after four years of his bumbling presidency, as the Democrats saw it, Americans should have been turning back to the party of Roosevelt and Truman. But they didn’t. Even worse, Ike had improved his 1952 margin over Adlai Stevenson, this time beating him by almost ten million votes. How could this happen? 2006-01-03T00:00:00Z https://hdl.handle.net/1721.1/55946 Beyond Katrina: Improving Disaster Response Capabilities Howitt, Arnold M.; Leonard, Herman B. As Hurricanes Katrina, Rita, and Wilma successively lashed the Gulf Coast starting in late August 2005, nature’s fury exposed serious weaknesses in the United States’s emergency response capabilities. These problems were not simply the failure of particular places or leaders to be ready for disaster but rather an indication of more fundamental issues. These must be addressed if the country is to be ready for serious challenges that may lay ahead, whether severe natural disasters, outbreaks of emergent infectious disease, or renewed terrorist attacks. 2006-01-02T00:00:00Z https://hdl.handle.net/1721.1/55945 An Examination Of Trust In Contemporary American Society Benjamin, Jessica Sara; Gardner, Howard; Pettingill, Lindsay It is hard to imagine a society functioning in the absence of trust. From the smallest incident—crossing the street when the light is green—to the most consequential events—a government fulfilling its pledge to pay Social Security—individuals must be able to rely on individuals and institutions to behave in a reliable and trustworthy manner. When trust is absent, chaos ensues. Of course, trust should not be given blindly; authentic trust needs to be earned and renewed (Fukuyama, 1995; Putnam, 2000). 2006-01-01T00:00:00Z https://hdl.handle.net/1721.1/55943 Self-Defeating Leader Behavior: Why Leaders Misuse Their Power And Influence Kramer, Roderick M. Few concepts in the social sciences are invoked with the same ease or employed so readily to explain so many social and institutional outcomes as power. The concept of power has been used to explain, for example, how organizational resources are allocated (Pfeffer, 1992), how decisions are made (Neustadt, 1990), the control of attention (Fiske, 1993), behavioral disinhibition (Galinsky, Gruenfeld & Magee, 2003; Keltner, Gruenfeld & Anderson, 2003), and the resolution of conflict (Boulding, 1966, 1989), to name just a few important processes and outcomes. The concept of power is routinely used, moreover, not only to explain why such outcomes do happen, but also why they don’t. Russell’s (1938) observation that power is a “fundamental concept” in the social sciences remains as true today as it was when he first uttered it. 2005-01-12T00:00:00Z https://hdl.handle.net/1721.1/55942 Presidents, Their Styles and Their Leadership Greenstein, Fred I. If one set out to design a democracy in which the personal qualities of the top leader could be expected to have an impact on political outcomes, the result might well resemble the political system of the United States. The separation of powers and the Constitutional provision for a president with autonomous powers such as the veto have enabled chief executives to place a personal stamp on the nation's policies since the founding of the Republic; but until the1930s, Congress typically took the lead in policy making, and the activities of the federal government had little impact on the nation and world. 2005-01-11T00:00:00Z https://hdl.handle.net/1721.1/55941 Using And Disputing Privelege: U.S. Youth and Palestinians Wielding "International Privelege" To End The Israeli-Palestinian Conflict Nonviolently Pollock, Mica On March 16, 2003, Rachel Corrie, a 23-year-old American college student from Olympia, Washington, was crushed to death by an Israeli military bulldozer while attempting to prevent, with her own body, the Israeli demolition of a Palestinian doctor’s home in the Occupied Territories. Photos of blond and petite Corrie, taken during the incident by fellow twenty-something nonviolent activists in the “International Solidarity Movement” (ISM), which Corrie had joined for her work in Palestine, showed her standing high on a pile of dirt in front of the American-made Caterpillar bulldozer. A small figure in a fluorescent jacket holding a bullhorn, she sat down momentarily to stop the bulldozer and then stood high on the dirt pile and looked the bulldozer’s driver in the eye. The bulldozer didn’t stop. It ran her over, pinning her under the mound of dirt; it then reversed without lifting its blade and ran over her again. ISM volunteers quickly surrounded the crushed and bleeding Corrie, who gasped, according to 21-year-old fellow ISM activist Joe from Iowa, “They broke my back.” Shortly after Palestinian ambulance drivers transported Corrie to a local hospital, she died from a crushed chest and skull, joining the hundreds of young Palestinians and scores of young Israelis killed throughout the Israeli military and settler occupation that she and other ISMers had come to challenge. 2005-01-10T00:00:00Z https://hdl.handle.net/1721.1/55940 Agency Costs of Overvalued Equity Jensen, Michael C. In the past few years, we have seen many fine companies end up in ruins and watched record numbers of senior executives go to jail. And we will surely hear of more investigations, more prison terms, and more damaged reputations. Shareholders and society have borne value destruction in the hundreds of billions of dollars. What went wrong? Were managers overtaken by a fit of greed? Did they wake up one morning and decide to be crooks? No. Although there were some crooks in the system, the root cause of the problem was not the people but the system in which they were operating—a system in which equity became so dangerously overvalued that many CEOs and CFOs found themselves caught in a vicious bind where excessively high stock valuations released a set of damaging organizational forces that led to massive destruction of corporate and social value. The problem was made far worse than it had to be because few managers or boards had any idea of the destructive forces involved. 2005-01-09T00:00:00Z https://hdl.handle.net/1721.1/55939 Effectiveness In Civic Associations: Leader Development, Member Engagement And Public Influence In The Sierra Club Andrews, Kenneth T.; Baggetta, Matthew; Ganz, Marshall; Han, Hahrie; Lim, Chaeyoon For much of our history, civic associations have served as schools of democracy for the millions of Americans to whom they taught leadership skills, democratic governance and public engagement. Civic associations rooted in a membership to whom they are accountable, in governance by elected leaders, and in a commitment to public advocacy not only make claims on public officials but teach the practice of democracy itself by engaging citizens in working together on common goals. In fact, many have argued that the recent trend replacing such associations with professional advocates and professional service providers has eroded valuable civic infrastructure (Putnam, 2000; Skocpol, 2003). But not all civic associations are in decline. Some continue to thrive as they develop leaders, engage their members and influence public life—and afford scholars the opportunity to learn why they work when they do. 2005-01-08T00:00:00Z https://hdl.handle.net/1721.1/55938 Contemporary Public Leadership In China: A Research Review and Consideration Pittinsky, Todd L.; Zhu, Cheng Background China’s economic and political importance has captured the world’s attention. China has become increasingly integrated into the global economy. Between 2000 and 2003, it accounted for one-third of global economic growth measured at purchasing-power parity, more than twice as much as the United States (“Food for Thought,” 2004). Politically, China is the largest communist country in the world. As China seeks to raise its international prestige by hosting the 2008 Olympic Games, social factors have also captured the world’s attention: China’s status as the most populous country in the world, and its domestic and international crises over democratization, legitimization, and corruption. For all these reasons, China is a compelling case for inquiry into public leadership. Throughout its rich 5000-year history, China has witnessed drastic public leadership transformations, from imperial, semi-colonial, semi-feudal, and semi-capitalist to socialist and Communist leadership. But today, China faces opportunities and challenges it has not previously encountered. 2. Purpose This review is motivated by the need to (a) provide researchers and practitioners interested in contemporary public leadership in China with a comprehensive overview of the recent literature and (b) establish the context for future theoretical and empirical work on public leadership both within China and cross-culturally. 2005-01-07T00:00:00Z https://hdl.handle.net/1721.1/55937 The WICS Model of Organizational Leadership Sternberg, Robert J. Leadership is essential to the successful functioning of virtually any organization. Scholars of leadership attempt to understand what leads to success in leadership. Successful leaders need to do two things, among others. First, they need to have a story that followers can understand, accept, and, hopefully, support (see also Gardner, 1995). Second, they need to engage in complex processing that results in the creation, implementation, and monitoring of the story (see also Sternberg, 2003). The WICS model of leadership addresses both aspects of the leadership process. This model synthesizes many aspects of previous models. Thus it draws on much that is old, including trait, situational, behavioral, contingency, and transformational models. What do these models have to say about leadership? First, I present WICS. Then I relate it to past theories. Finally, I draw conclusions. 2005-01-06T00:00:00Z https://hdl.handle.net/1721.1/55936 What Could A Leader Learn From A Mediator?: Dispute Resolution Strategies for Organizational Leadership Bowles, Hannah Riley It is hard to imagine a leadership situation that is devoid of conflict or even what the function of leadership would be on an island of perpetual harmony where all parties shared a perfectly common vision of their objectives and how to achieve them. Many of leadership’s most important challenges are born of conflict— to build coalitions among divergent interests, forge consensus from discord, and transform destructive disagreement into constructive debates (Burns, 1978; Gardner, 1990; Selznick, 1957). We easily recognize effective leaders as expert negotiators as they confront and appeal to a multiplicity of interests to achieve their objectives (Lax & Sebenius, 1986; Neustadt, 1990; Raiffa, 1982). We less often recognize when leaders are acting as informal mediators or arbitrators of disputes. Yet, the activities of mediators and arbitrators overlap a great deal with the skills and responsibilities of leadership (Raiffa, 1983). 2005-01-05T00:00:00Z https://hdl.handle.net/1721.1/55935 Supporting School System Leaders: The State of Executive Training Programs for School Superintendents Teitel, Lee The leadership challenges faced by school superintendents are well documented, along with the critical nature of their leadership to sustaining school and school district improvement. (McCabe-Cabron, et al., 2005; Williams, 2004; Thomas, 2001; Goodman & Zimmerman, 2000; Peterson, 1999). Also documented are the university-based programs that prepare individuals to be school superintendents (Levine, 2005; McCarthy 1999; National Commission on Excellence in Educational Administration, 1988). The current working paper explores what is available to superintendents after they assume their positions: what the landscape of sustained executive training and support options available for sitting school system leaders looks like. It describes about two dozen programs offered around the country–who offers them, how they are organized and funded, what (if any) theoretical approaches undergird them, and what (if any) evaluations are done on their impacts. The report describes programs offered by superintendent membership organizations, other (non-superintendent) non-profits, universities, foundations and for-profit companies. 2005-01-04T00:00:00Z https://hdl.handle.net/1721.1/55934 Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity Dorn, Barry C.; Henderson, Joseph M.; Marcus, Leonard J. The acute threat of internationally driven and homeland-directed terrorism has changed the rules and expectations for governmental action, interaction, and willpower. Unprecedented coordination of resources, information, and expertise is required in the face of new hazards emanating from an elusive and a yet active and well-organized network of hostile terrorist cells (Danzig, 2003). While the period since 9/11 has witnessed a spate of governmental reorganization and restructuring—the most visible in the speedy formation of the Department of Homeland Security and the 9/11 Commission recommended revamping of intelligence agencies1 (National Commission on Terrorist Attacks, 2004)—the hoped for change in behavior and impact has lagged far behind shifts in organizational form and mandate2 (Mintz, 2005). This reluctance to change is alarming given the enormity of the immediate terrorist danger and the consequences of less-than-optimal prevention, emergency preparedness, and response. How can this resistance to change be understood, and what can be done strategically to accelerate realization of full national preparedness potential? 2005-01-03T00:00:00Z https://hdl.handle.net/1721.1/55933 Formal and Informal Discrimination Against Women At Work: The Role of Gender Stereotypes Heilman, Madeline E.; Welle, Brian When asked to think about a hostile environment for women in the workplace, many of us would first envision overt instances of sexual harassment or blatant employment discrimination. These associations are certainly not astonishing: even in an age in which these behaviors are denounced and in large part illegal, such organizational misconduct seems almost commonplace. There have been many high-profile allegations of discrimination leveled against organizations within the last several years (Morris, Bonamici & Neering, 2005). For example, Morgan Stanley’s investment banking business recently paid out $54 million to over 300 female employees who claim to have been denied pay and promotions equal to those received by their male colleagues. Additionally, 1.6 million women who are currently, or were formerly, employed at Wal-Mart are eligible to participate in what is poised to become the largest-ever civil rights lawsuit: like the women of Morgan Stanley, they claim to have been victims of sex discrimination (Greenhouse, 2004). In fact, according to statistics from the Equal Employment Opportunity Commission, there has been no systematic decline over the last 12 years in the number of discrimination lawsuits filed, or the amount of monetary damages awarded to the plaintiffs of these suits (Equal Employment Opportunity Commission, 2004). 2005-01-02T00:00:00Z https://hdl.handle.net/1721.1/55932 One of Us: Social Identity, Group Belonging and Leadership Hogg, Michael A. The title of this paper suggests a paradox. Leaders are simultaneously separate from and the same as their followers. They have higher status, greater influence, and more power, and occupy a different role, but they are also members of and identify with the same group as their followers. George W. Bush, as president, is certainly quite separate from most Americans, but he identifies himself as an American, and he spends a great deal of time making sure all Americans know this. However, if we take a fairly common type of definition of leadership as “a process of social influence through which an individual enlists and mobilizes the aid of others in the attainment of a collective goal” (Chemers, 2001, 376), then we can see that Bush is only really a leader to those who will follow—those who share his definition of American and therefore those who share his identity, group membership, and collective goal. 2005-01-01T00:00:00Z https://hdl.handle.net/1721.1/55931 Learning To Be Civic: Higher Education and Student Life, 1890-1940 Dobkin Hall, Peter All studies of American civic life identify the years between 1890 and 1940 as the high tide of civic engagement: the period in which voluntary associations and other formal organizations, for profit and nonprofit, proliferated rapidly, in which citizens participated in unprecedented numbers (Skocpol, 1999; Putnam, 2000; Putnam & Gamm, 1999; Hall, 1999). A variety of forces and collective experiences have been offered to explain this phenomenon: the unifying and paradoxically civilized impact of war; efforts to overcome the atomizing effects of immigration, urbanization, and industrialization; the enactment of laws facilitating corporate and associational activity; efforts by religious and economic conservative activists to privatize religion and culture. 2004-01-09T00:00:00Z https://hdl.handle.net/1721.1/55930 Rethinking Leadership, or Team LEaders Are Not Music Directors Hackman, Richard J. Let us begin with a thought experiment. Think for a moment about one of the finest groups you have every seen—one that accomplished its work superbly, that got better and better as a performing unit over time, and whose members came away from the group experience wiser and more skilled than they were before. Next, think about a different group, one that failed to achieve its purposes, that deteriorated in performance capability over time, and whose members found the group experience far more frustrating than fulfilling. 2004-01-08T00:00:00Z https://hdl.handle.net/1721.1/55929 What is Good Leadership? Ciulla, Joanne B. The moral triumphs and failures of leaders carry a greater weight and volume than those of nonleaders. In leadership we see morality and immorality magnified, which is why ethics is fundamental to our understanding of leadership. Ethics is about right and wrong and good and evil. It’s about what we should do and what we should be like as human beings, members of a group or society, and in the different roles that we play in life. Leadership entails a particular kind of role and moral relationship between people. By understanding the ethics of leadership we gain a better understanding of what constitutes good leadership. 2004-01-07T00:00:00Z https://hdl.handle.net/1721.1/55928 Leader Authenticity Markers: Findings From A Study of African-American Leaders Pittinsky, Todd L.; Tyson, Christopher Jordan Authenticity has become a central concept in leadership studies, but the question of how followers assess the authenticity of their political leaders has not been addressed. With few exceptions, the literature on authenticity and leadership focuses on normative arguments rather than empirical study, and on the leader rather than on his or her followers. Normative models of leadership advise leaders to “be authentic.” Yet leadership is a social process. As leaders struggle to be authentic, followers make decisions about the degree to which they believe their leaders are authentic. In this study we develop the scholarship on authenticity and leadership by introducing and applying what we call leader authenticity markers. These are features and actions that others use to determine the degree to which they believe a leader is authentic or inauthentic. We present findings from an exploratory study of authenticity markers of African-American political leaders. Political leadership of ethnic minority groups is a particularly important realm in which to study leader authenticity and leader authenticity markers. We report and discuss the seven authenticity markers identified in the research and five themes about authenticity markers. The implications of these findings for leadership studies and practice are discussed, as are directions for future research. 2004-01-06T00:00:00Z https://hdl.handle.net/1721.1/55927 Legitimacy In A Bastard Kingdom Applbaum, Arthur Isak "Now, gods, stand up for bastards!" No, this is not the prayer of the New York litigator; it is the battle cry of Edmund, bastard son of the Earl of Gloucester and one of the great early modern theorists of political legitimacy. Edmund is scheming to usurp the earldom with the invention of a forged letter that frames the legitimate heir, his half-brother Edgar. Edmund’s political philosophy is laid out in his first soliloquy in King Lear, which I quote below in its entirety. Why I believe Edmund to be a great theorist of legitimacy will become more clear over time: 2004-01-05T00:00:00Z https://hdl.handle.net/1721.1/55926 Psychoanalyzing Presidents Without a Couch: Lessons from the William J. Clinton and George W. Bush Presidencies Renshon, Stanley A. In this paper I address the usefulness of the psychoanalytic framework in studying U.S. presidents and by implication political leaders more generally.1 I ask why such a framework is important for studying political leaders before I proceed to how it might be done—or at least how I have found it useful to do it.2 This paper is not meant to provide a finished analysis of either William J. Clinton or George W. Bush. Rather, its purpose is to provide a sense of how psychologically framed analyses unfold and, more specifically, the kinds of questions that such an analysis asks. That task is central since in scholarship, as in psychoanalytic work, the most important and useful tool to have at your disposal is the question. The analysis that follows is divided into four parts. The first examines the nature of psychoanalytic theory, focusing on what all such theories have in common and why they are necessary parts of any full analysis of a president’s behavior. The second section focuses on alternatives to psychoanalytic frameworks and why they are helpful, but not fully so. The third section takes up the issue of how such analyses unfold, using illustrations from two contemporary presidents, William J. Clinton and George W. Bush. The fourth and final section considers a very basic issue in undertaking such analyses: the analyst’s stance toward his subject. 2004-01-04T00:00:00Z https://hdl.handle.net/1721.1/55925 Leading in Complex Political Environments: What We Are Learning from Superintendents of Education Williams, Dean This working paper examines some of the key issues and challenges confronting some of the most significant actors in American political affairs—superintendents of education—and explores how they can drive meaningful educational reform through exercising capable leadership to implement bold new actions in the face of overwhelming demands. Over the past two years, my colleagues and I at the Center for Public Leadership, in collaboration with the Harvard Graduate School of Education, have been working with twelve superintendents from large urban districts across the country in attending to these leadership challenges. We have learned a lot from this process about the demands of leadership in complex political environments, particularly as it pertains to educational reform. This paper touches on some of these insights and also raises some important research questions that need further investigation. In 2000 the Wallace–Reader’s Digest Funds asked the Center for Public Leadership to design a program that enhances the capacity of superintendents to exercise leadership in this complex political setting. They felt strongly that a new kind of educational leadership program was called for—one that addressed how to operate effectively in highly uncertain and ambiguous political environments and could truly have a significant impact on school reform as manifest in the learning outcomes of children. After interviewing more than a hundred superintendents, academics, and principals we designed the leadership program. The program would focus on how to facilitate adaptive problem solving; how to make effective interventions into school systems and the community; the design of the strategies needed to muster support and protection from the political system; how to establish a profound sense of purpose and mission that can keep people focused on and committed to what really matters—namely the education of children, and the skills and techniques of being an outstanding agent of change who operates with wisdom, prowess, and fortitude. 2004-01-03T00:00:00Z https://hdl.handle.net/1721.1/55924 Changing the World from the Bottom Up: Leadership in Grassroots Social-Change Organizations Chetkovich, Carol; Kunreuther, Frances The challenges of leadership in grassroots social-change organizations (SCOs) are daunting: the task is large, but funding is limited and uneven, and there is often a tension between financial stability and mission accomplishment. In addition, the aim of serving and empowering excluded groups requires leadership that is not only skilled in a technical sense, but is reflective of and open to the diversity of people and perspectives that exist within the community of service. Finally, if the work of social change is to continue and progress, there must be ongoing development of new leaders. How do grassroots social-change organizations manage to address these multiple demands? This paper draws on data from a study of grassroots social-change organizations in which understanding leadership and leadership transition were motivating research problems. Following a brief description of our research methods, we begin the substantive discussion with a definition of the requirements of leadership as reported by those working at different levels in SCOs. We summarize the current leaders’ assessments of their own strengths and weaknesses, and the paths to the positions of formal leadership in these kinds of organizations. We turn next to the uneven work of leadership development that goes on in SCOs, the processes of succession, and the structural barriers to broadening and diversifying participation in leadership. We conclude the discussion of findings by examining the benefits and challenges posed by the close link between leadership and mission in SCOs. The paper ends by highlighting particular features of the leadership challenge facing these organizations and suggests recommendations for strengthening leadership development within this context. 2004-01-02T00:00:00Z https://hdl.handle.net/1721.1/55923 Management as a Profession Khurana, Rakesh; Nohria, Nitin; Penrice, Daniel 2004-01-01T00:00:00Z https://hdl.handle.net/1721.1/55922 The Iceberg and the Titanic: Electoral Defeat, Policy Moods, and Party Change Lovenduski, Joni; Norris, Pippa Multiple factors can be offered to explain the Labour victory and Conservative defeat in the 2001 British general election. Here we pursue one of the most interesting explanations offered by a modified Downsian model of party competition. Part I of this paper builds on Stimson’s (1991) rational choice theory of policy mood cycles and considers how this framework can be applied to the context of British elections. Part II discusses measures of ideological change at mass and elite levels, focusing on two issues at the heart of British party politics: Tax cuts vs. spending, and European integration vs. independence. Evidence is drawn from the 2001 British Representation Study (BRS), involving 1000 parliamentary candidates and Members of Parliament. Comparisons are made with the British Election Studies (BES). Part III lays out the evidence. This study comes to three main conclusions: (1) On the key issues of public spending and Europe, Labour and Liberal Democrat politicians remained close to the center-ground of Westminster party politics, with the Nationalist parties farther towards the left, and the Conservatives in clear blue water on the far right; (2) as a result of this pattern the Conservatives were the party furthest from the median British voter; and (3) one reason for this pattern was selective perception, so that Conservative politicians "missed the target." The conclusion discusses the reasons for this phenomenon, the implications for the future of British party politics, and the broader lessons for why parties fail to learn and adapt in the face of repeated electoral defeats. 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/55917 Through Their Own Words: Towards a New Understanding of Leadership Through Metaphors Mayer-Schonberger, Viktor; Oberlechner, Thomas This paper suggests that metaphors are essential to understanding leadership. Metaphors can serve as underlying, organizing structures of leadership thinking and experience, and they can be mobilized in order to accomplish interpersonal goals. The literature on leadership abounds with metaphors, such as leadership as game, sport, art, or machine. The multitude of leadership metaphors used by authors and leaders alike appears determined by a complex interplay of personal, situational, and cultural factors. However, analysis of leadership interviews indicates that these metaphors center on experientially significant nuclei of meaning. By examining the entailments of leadership metaphors on such dimensions as highlighted and hidden leadership aspects, or the suggested relationship between leader and follower, metaphor analysis allows the exploration of leadership conceptualizations on an experiential level. An exploratory grid presents possible entailments of selected metaphors on important dimensions of leadership. We propose that the study of leadership metaphors can provide valuable lessons to leaders. For example, effective leadership may require a rich and situationally attuned metaphorical vocabulary. Leadership metaphors carry implicit suggestions about values—what is good, what should be done, and how—and may also allow for new insights into the ethics of leadership. 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/55803 Social Entrepreneurship: Leadership that Facilitates Societal Transformation-An Exploratory Study Letts, Christine W.; Brown, L. David; Alvord, Sarah H. This study provides a comparative analysis of seven cases of social entrepreneurship that have been widely recognized as successful. The paper suggests factors associated with successful social entrepreneurship, particularly with social entrepreneurship that leads to significant changes in the social, political and economic contexts for poor and marginalized groups. It generates hypotheses about core innovations, leadership, organization, and scaling up in successful social entrepreneurship. The paper concludes with a discussion of the implications for the practice of social entrepreneurship, for further research, and for the continued development of support technologies and institutions that will encourage future social entrepreneurship. 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/55802 Regulatory Review: Presidential Control Through Selective Communication and Institutional Conflict Lazer, David The range and quantity of government activity has grown exponentially over the course of this century. In response, an "institutional Presidency" has developed. Today’s President is at the locus of a network of relationships designed to increase his capacity to influence the flow of events. This paper examines a small sample of those relationships: His relationship with the Office of Information and Regulatory Affairs (OIRA), a division of the Office of Management and Budget (OMB) that reviews regulations. OIRA was one of the key instruments used by the Ronald Reagan and George H.W. Bush Administrations to limit regulation. The operational question of this paper is: What happened to the OIRA-White House relationship when there was a change in party and policy preferences in the White House in 1993? That is, how does a relatively pro-regulatory White House use OIRA? To answer this question, this paper examines panel data on the policy preferences and social interaction patterns of OIRA members, time series data on the disposition of reviewed regulations, and structured interviews with members of OIRA. Analysis of these data indicates that the review process institutionalizes conflict between the OMB and agencies, resulting in appeals to the President when actors believe that the President will support their views. Thus, the George H.W. Bush and Bill Clinton Administrations economized on their limited ability to monitor the Executive Branch by focusing their attention and political support on members of OIRA with compatible viewpoints. 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/55801 Building Effective Intra-Organizational Networks: The Role of Teams Lazer, David; Katz, Nancy This paper integrates the largely independent literatures on networks and teams. Our objective is twofold: (1) To understand what constitutes an effective organizational network when much of the work of the organization is done by teams; and (2) to examine the internal and external social capital needs of teams. We raise questions to guide future research, and point to potential managerial implications. 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/55800 Mobilizing Public Support for the United Nations Ignatieff, Michael; Haynes, Lukas This paper examines a critical case of Executive Branch leadership during the creation of the United Nations. Before his death, President Franklin Roosevelt hoped that the wartime alliance would become the cornerstone of postwar inter- national security. The U.N. charter, ratified in July 1945, marked the end of the State Department's four-year effort to reinvent the League of Nations and pro- mote postwar peace and security. This case study explores the State Department's public leadership efforts—in the form of a concerted, nationwide campaign to educate the American people and their leaders in Congress about the merits of U.S. involvement in the new international organization. In its effort to commit the American people to multilateral engagement in the postwar world, the U.S. government distributed some 2.1 million educational publications through over four hundred citizen groups. It conducted a nation- wide series of public meetings, speeches and national radio broadcasts, and created the State Department's first public affairs office to monitor public opinion and to coordinate outreach. In describing the campaign, the case study addresses a number of important questions for students of leadership and public policy, including: How did the State Department respond to specific challenges that it faced throughout the campaign? How can leaders promote a greater interest in and knowledge about policy decisions that affect American interests in the world? And how can leaders reach their target audience? 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/55799 Why Lead Labor?: Projects and Pathways in California Unions, 1984-2001 Strauss, George; Voss, Kim; Ganz, Marshall This paper explores how union leadership has developed over the last 20 years. While other studies have focused on the careers of top leaders or new recruits, we examine the careers of rising leaders over time. Finding that demographics is not enough to account for their career paths, we attend to the ways these leaders articulate their motivations, goals, and means of achieving them—what we call their “projects.” Projects—and how they change over time—help us explain not only why they joined unions, but why some stayed and others left. 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/55723 National Leadership Index 2009: A National Study of Confidence in Leadership Maruskin, Laura A.; Montoya, R. Matthew; Moore, Sadie; Rosenthal, Seth A. The National Study of Confidence in Leadership is a social science research program examining the attitudes of the American public toward the nation’s leadership. The study includes the National Leadership Index 2009, a multidimensional measure of the public’s confidence in leadership within different sectors of society. 2009-11-01T00:00:00Z https://hdl.handle.net/1721.1/55722 National Leadership Index 2008: A National Study of Confidence in Leadership Gravelin, Claire R.; Maruskin, Laura A.; Ratcliff, Jennifer J.; Moore, Sadie; Rosenthal, Seth A.; Pittinsky, Todd L. The National Study of Confidence in Leadership is a social science research program examining the attitudes of the American public toward the nation’s leadership. The study includes the National Leadership Index 2008, a multidimensional measure of the public’s confidence in leadership within different sectors of society. The study was pioneered in 2005 by the Center’s Research Director, Professor Todd L. Pittinsky. 2008-12-01T00:00:00Z https://hdl.handle.net/1721.1/55720 National Leadership Index 2007: A National Study of Confidence in Leadership Montoya, R. Matthew; Purvin, Diane M.; Pittinsky, Todd L.; Rosenthal, Seth A. The National Study of Confidence in Leadership is a social science research program examining the attitudes of the American public toward the nation’s leadership. The study includes the National Leadership Index 2007, a multidimensional measure of the public’s confidence in leadership within different sectors of society. 2007-11-01T00:00:00Z https://hdl.handle.net/1721.1/55717 National Leadership Index 2006: A National Study of Confidence in Leadership Zhu, Weichun; Montoya, R. Matthew; Bacon, Laura M.; Rosenthal, Seth A.; Pittinsky, Todd L. The National Leadership (NSCL) is a social science research program examining the attitudes of the American public toward the nation’s leadership. The study includes the National Leadership Index 2006 (NLI), a multidimensional measure of the public’s confidence in the leadership of different sectors of society. 2006-10-01T00:00:00Z https://hdl.handle.net/1721.1/55716 National Leadership Index 2005: A National Study of Confidence in Leadership Montoya, R. Matthew; Welle, Brian; Rosenthal, Seth A.; Pittinsky, Todd L. Through our partnership, the Center and U.S. News created a survey of public opinion with the market research firm Yankelovich, which then conducted some 1,300 interviews in September 2005. National Leadership Index 2005: A National Study of Confidence in Leadership is our inaugural report from that survey. We believe the twenty-five highlights on the pages that follow are of particular interest to scholars and practitioners. 2005-08-01T00:00:00Z https://hdl.handle.net/1721.1/55715 Coexistence in Israel: A National Study Maruskin, Laura A.; Ratliff, Jennifer J.; Pittinsky, Todd L. This national study was conducted in an effort to directly examine the relations between Israel’s Jewish and Arab citizens. According to Israel’s 2007 census, the country has a Jewish majority of almost 80 percent and an Arab minority of approximately 20 percent (including Arabs in East Jerusalem). As in any pluralistic society, the quality of the relations between these ethnic and religious groups directly influences the well- being and vibrancy of the country and its global reputation as a democracy. We aimed to understand the feelings and attitudes of Jewish and Arab citizens in Israel toward key aspects of coexistence, such as support, opportunity, language policy, integration, responsibility, and urgency. We hope that these study findings will provide insight and guidance not only for policymakers, but also for the Israeli public. Survey data were obtained through telephone interviews with 1,000 adult Jewish citizens and face-to-face interviews with 721 adult Arab citizens. Each survey included approximately 150 items. For each of the two populations, six versions of the survey were created to counterbalance the items and control for any ordering effects. Because of our use of multiple versions, different questions have different sample sizes. Due to rounding and/or non-responses, percentages reported in bar graphs may not sum to 100.0%. The survey of Jews was conducted by phone from mid November to the end of December 2007. The survey of Arabs was conducted face-to-face from mid October to the end of December 2007. The surveys were created in English at the Center for Public Leadership and then translated into Hebrew, Arabic, and Russian. Professor Sammy Smooha of the University of Haifa aided us in the refinement of the survey and coordinated the translations and data collection. 2008-05-15T00:00:00Z