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PEARCE, Craig Lewis

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Craig Lewis

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PEARCE
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Now showing 1 - 5 of 5
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    A model of sustainable distributed service delivery in organizations with compassion-based missions
    (Sage, 2014-11) Manz, C. C.; Skaggs, B. C.; Pearce, Craig Lewis; Wassenaar, C. L.; Business Administration; PEARCE, Craig Lewis
    This article examines the potential for offering sustainable compassion-based service. Organizations with compassion-based service missions face difficult challenges in addressing acute client needs with limited resources. We posit that distributed service delivery (i.e., clients serving themselves and one another) can result in more long-term compassion-based service when supported by shared and self-leadership. A model of sustainable distributed service delivery is presented and propositions are provided to help guide future research.
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    Virtuous leadership revisited: the case of Hüsnü Özyeǧin of FIBA Holding
    (Informa Group, 2014) Pearce, Craig Lewis; Csikszentmihalyi, M.; Business Administration; PEARCE, Craig Lewis
    In 2006, we, the authors, and David Waldman wrote an article for the Journal of Management, Spirituality & Religion describing a theoretical model of how we thought virtuous leadership might manifest and perpetuate itself in modern organizations, particularly in relation to organizational learning. The article was inspired because of two things. First, we witnessed many dramatic cases of executive malfeasance and lack of virtue in organizations, which was a bit dispiriting, as we were and still are executive educators. Second, we had a lot of hope for the future and all worked in the areas of positive organizational behavior and positive psychology. Thus, we desired to articulate a more positive model for organizations. Today, we revisit that model and test it, if you will, using the case of the self-made billionaire and richest man in Turkey – Hüsnü Özyeğin – who is also a well-known philanthropist and social entrepreneur.
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    Leadership is like fine wine: It is meant to be shared, globally
    (Elsevier, 2014) Pearce, Craig Lewis; Wassenaar, C. L.; Business Administration; PEARCE, Craig Lewis
    The overwhelming majority of leadership theory and research has been developed in North America. Having said that, it cannot be overstated that we are living in an ever more tightly connected global economy. Appropriately, scholars have been giving more attention to the global context of leadership, particularly focusing on the rise of team-based structures, the need for intra-organizational cooperation across distance, a widening scope of competition, and managing diversity and cultural perspectives.
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    The leadership disease...and its potential cures
    (Elsevier, 2014) Pearce, Craig Lewis; Manz, C. C.; Business Administration; PEARCE, Craig Lewis
    Leadership development and executive education have taken on increased prominence in recent years. The natural tendency is to approach the subject of leadership as a hierarchically-based process that is focused on higher-level individual leaders influencing lower-level followers. This tendency is consistent with myths surrounding charismatic and heroic visionary leaders who are often portrayed as single-handedly inspiring and directing their organizations to new heights. Unfortunately, these simplistic portrayals of leadership are promulgated by the media and desired by the consuming public. However, this kind of framing of leadership is dangerous: it lays the seeds of centralization of power, which can have innumerable detrimental outcomes. Accordingly, we explore two potent antidotes to this simplistic hierarchical formulation of leadership that have become an increasing focus of leadership research: self-leadership and shared leadership.
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    Consideration for future consequences as an antecedent of transformational leadership behavior: The moderating effects of perceived dynamic work environment
    (Elsevier, 2014-04-02) Zhanga, W.; Wang, H.; Pearce, Craig Lewis; Business Administration; PEARCE, Craig Lewis
    Based on construal level theory and trait activation theory, we examined the effect of consideration of future consequences (CFC) on transformational leadership behavior and leadership effectiveness, as well as the potential moderating effects of perceived dynamic work environment in the relationship. The results showed that: (a) CFC is positively related to both transformational leadership and leadership effectiveness; (b) perceived dynamic work environment moderates the relationship between CFC and transformational leadership—specifically, the effect of CFC on transformational leadership is stronger under low perceived dynamic work environment; and (c) the effect of CFC on leader effectiveness is fully mediated by transformational leadership behavior under low versus high perceived dynamic work environment. Limitations and future research directions are also discussed.