Entrepreneurial leadership vision in nonprofit vs. for-profit organizations

This paper explores the role that entrepreneurial leadership vision plays in the entrepreneurial process of nonprofit and for-profit ventures. The results indicate significant differences in the meaning of vision articulated for each type of venture. Differences between ventures were also found with regard to the relationship that vision has with the ventures' strategies and performance. In the nonprofit organizations vision was associated with a wide-range strategy as well as the ventures' performance and growth. In addition, wide-range strategy partially mediated the relationship between the ventures' vision and its performance and growth. In business enterprises, vision directly predicted only a differentiation strategy, which also mediated the relationship between vision and the ventures' performance and growth. In contrast, a wide-range strategy in these organizations actually reduced growth. These findings contribute both to the literature on vision as well as to the literature on entrepreneurship.     

Management leadership and productivity improvement programs

The intent of this empirical research is to identify the critical factors that are potentially fatal to productivity improvement programs and to analyze these factors relative to management leadership concepts. From this analysis we determine that these “fatal” factors can be prevented by the pre-existence of a leadership-based program that requires participative involvement of all members of an organization through good performance measurement and a sound reward system.     

Physician leadership. An emerging leadership position

Demand is growing for Vice Presidents for Medical Management. This is a new physician executive position that enhances the ability of hospitals and health systems to more fully integrate delivery of care and thus attract managed care contracts. Located at a hospital, a health system's headquarters, or at a hospital's MSO, this position complements the traditional role of a hospital Vice President for Medical Affairs (or Medical Director), as well as the role generally played by the Medical Director in a managed care organization, linking them via a continuum of responsibilities. Compensation and prospects are high for qualified candidates.     

Category Captainship vs. Retailer Category Management under Limited Retail Shelf Space

Shelf‐space scarcity is a predominant aspect of the consumer goods industry. This paper analyzes its implications for category management. We consider a model where two competing manufacturers sell their differentiated products through a single retailer who determines the shelf space allocated to the category. The scope of category management is pricing. We consider two category management mechanisms: retailer category management (RCM), where the retailer determines product prices and category captainship (CC), where a manufacturer in the category determines them. Our analysis reveals that the retailer can use the form of category management and the category shelf space to control the intensity of competition between manufacturers to his benefit. We also show that the emergence of CC depends on the degree of product differentiation, the opportunity cost of shelf space, and the profit sharing arrangement in the alliance. The equilibrium category shelf space under CC may be higher than under RCM if the value to the retailer of eliminating double marginalization and putting price pressure on the non‐captain manufacturer dominates the loss from sharing the profit with the category captain. CC has been criticized for disadvantaging non‐captain manufacturers. While we provide some support for this claim, we also find that CC may benefit non‐captain manufacturers when implemented by a powerful retailer in categories with sufficiently differentiated products, because the shelf space allocated to the category increases in this case.     

Boards want leadership and decisiveness.

Regardless of whether they aspire to the top executive spot, physician managers are likely to benefit from insights into what hospital boards want in their chief executive officers. Many of the attributes board chairs desire in hospital CEOs involve how they handle medical staff matters. In general, board chairs want leadership and decisiveness--attributes they likely would covetin any physician manager who has hospital management responsibilities.     

Innovative leadership: generating ideas.

One of the most challenging functions a physician executive performs is being an innovator--coming up with new ideas to keep ahead of the pack and to solve problems that need fresh solutions. Robert Hodge, MD, CPE, FACPE, and Barbara Linney interviewed Roger Schenke, Executive Vice President of the American College of Physician Executives, and gleaned seven pointers that you might consider to help generate a flow of new ideas or when you get "stuck." They are: (1) read voraciously and link unlike things together; (2) talk to people whose circle is bigger than yours; (3) stop thinking about the problem and focus on something else; (4) care enough to keep wrestling with a problem and not give up; (5) stay open to new ideas even if they are uncomfortable; (6) be willing to risk and take chances; and (7) find a place to carry out the ideas.     

Management and leadership: issues for integration in the emergent economy

Globalization is a complex process of worldwide changes that brings a great deal of good but is not without its dark side. With corporations having a significant role in globalization, HRD professionals face tough choices about whether and how to be involved.     

Physician leadership. Physician executives share insights

Senior physician executives were asked to share their insights about how the medical management field has evolved. The Physician Executive Management Center, a Tampa, Florida-based search firm, has been surveying senior physician executives each year for the past decade. This year's report on physician executive compensation and duties in hospitals, managed care organizations, and group practices provides an excellent picture of the growth of the profession, as well as a broad perspective of anticipated changes for the future of medical management. The respondents addressed the following questions: What are the skills necessary for success? How have their jobs changed over the years? Have they made the right choice in pursuing medical management careers?     

Towards New Public Management in Greek Public Organizations: Leadership vs. Management,and the Path to Implementation

In the beginning of the 21st century, when the notion of constant transformation is so frequently invoked, organizational change in the public sector is gaining increased attention. Responding to regulatory, economic, competitive and technological shifts, the challenge of reorganization is universal for all public organizations. This paper aims to explore the shift from Traditional to New Public Management (NPM), as well as the driving forces (such as the information economy, the need for better public performance, the opening of global markets, greater knowledge intensity etc.) that lead to the formulation of transformational programs to Greece. A presentation of a transformational program called Politeia, will be provided, analysed and compared to previous efforts. Finally, we address the important role of leadership and management in Greek public organizations that want successful to implement any change effort successfully.     

Physician leadership. The time is now

During the past 30 years, third party payers have imposed virtually every imaginable form of external cost controls on the traditional health care system. All have failed. And now those paying the bills--the large-scale health care purchasers--have finally seized control. They are fomenting fundamental structural change in the health care system. In order to continue doing business with these purchasers, health care providers are finding that they must form alliances to present a comprehensive "package" of health services for the constituents of these purchasers. In short, they must form integrated delivery systems. Current developments have created a unique opportunity for physician leaders to take a commanding role in shaping the emerging American health care system.     

Physician executive leadership. Leading the way

Today's health care leaders are faced with tremendous pressures for change from diverse, powerful sources including payers, regulators, legislators, patients, and competitors. The leadership approaches of the past, designed to get things back under control, no longer work. In our turbulent times, leadership demands the creation of flexible, adaptive organizations with conscious, capable, and committed people who feel ownership and responsibility for their entire group. Critical components of this new leadership approach include: (1) Energizing the organization; (2) sharing responsibility for outcomes; and (3) resolving conflicts without command and control tactics.     

Commitment vs. Flexibility

We study the optimal trade‐off between commitment and flexibility in a consump‐ tion–savings model. Individuals expect to receive relevant information regarding tastes and thus they value the flexibility provided by larger choice sets. On the other hand, they also expect to suffer from temptation, with or without self‐control, and thus they value the commitment afforded by smaller choice sets. The optimal commitment problem we study is to find the best subset of the individual's budget set. This problem leads to a principal–agent formulation. We find that imposing a minimum level of savings is always a feature of the solution. Necessary and sufficient conditions are derived for minimum‐savings policies to completely characterize the solution. We also discuss other applications, such as the design of fiscal constitutions, the problem faced by a paternalist, and externalities.     

Physician leadership. Learning to be a leader

As the business role of health care delivery expands and complex reform is imposed, physicians must assume leadership roles and imprint medical expertise on business dynamics. Before the end of this century, health care and its delivery will likely become unrecognizable to those who ended their practices only a decade ago. Traditional management will wither away to be replaced by self-managed, self-trained, and self-motivated workers, no longer employed in jobs but working through processes, projects, and assignments in integrative health care delivery systems. Becoming a leader is an active and arduous process that can no longer be approached haphazardly. To be effective, the physician must plot a course with clear and calculated intent and effort, which requires acquiring organizational tools and administrative skills to innovatively alter medical care for the good of all.     

Servant leadership

As corporations are eagerly pursuing reengineering and reorganization, leadership functions are changing to champion these efforts. Traditionally, organizations have had a "top-down" management approach, however, there is a gradual shift to other leadership models. Servant leadership is being successfully implemented in many settings. Servant leadership, first popularized by Robert Greenleaf in 1970, puts serving others as the number one priority. Ten characteristics of a servant leader include: Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. Both servant leadership and the chaos theory have in common the central tenet of relationships. Since America is now approximately 80 percent a "service-economy," servant leadership can greatly benefit the individual employees, as well as help to facilitate the organization's pursuit of its changing strategic plans.     

Aesthetic leadership

We introduce aesthetic leadership as a promising approach in leadership studies. Two current movements in leadership research, the inclusion of followers in leadership models and the exploration of subjective leadership qualities, make taking an aesthetic perspective in leadership especially attractive and timely. Aesthetics relates to felt meaning generated from sensory perceptions, and involves subjective, tacit knowledge rooted in feeling and emotion. We believe the aesthetics of leadership is an important, but little understood, aspect of organizational life. For example, while we know followers must attribute leadership qualities such as charisma and authenticity to leaders to allow for social influence, we know little about how these processes operate. We propose that followers use their aesthetic senses in making these assessments. We relate aesthetic leadership to several current topics in leadership research, and outline the assumptions and methods of aesthetic leadership.     

Intergroup leadership

Strong leadership within a group can increase the likelihood of conflict with other groups. This ingroup/outgroup leadership trade-off, occurring in contexts from businesses and political parties to ethnic groups and nations, raises questions about how a different kind of leadership can improve intergroup relations. Although leadership theory often focuses on a single group, sidelining questions of intergroup dynamics, some leadership literature addresses intergroup relations. Concurrently, some intergroup relations literature directly addresses leadership. Here, we synthesize and attempt to catalyze research on leadership that promotes positive intergroup relations: intergroup leadership. We begin by reviewing the ingroup/outgroup leadership trade-off. Next, we examine five theoretical approaches to leadership that show potential to promote positive intergroup relations. Finally, we identify six characteristics of the literature as it has developed and might develop in the future. These serve as possible directions for research to further illuminate the science and practice of intergroup leadership.