Gary D. Geroy

From Transactional to Transcendental: Toward An Integrated Theory of Leadership

In this article we explore the spiritual dimensions of leadership by setting forth a theory that both integrates and extends the transactional and transformational theories of leadership. Specifically, we propose that the transcendental theory of leadership set forth in this article comprises three dimensions of spirituality (consciousness, moral character, and faith) that incorporate the managerial aspects of transactional theory and the charismatic aspects of transformational theory to enhance leader effectiveness. Utilizing a conceptual model, we show the hierarchical relationship that exists between transcendental, transformational, and transactional theories of leadership and set forth several propositions related to the development of spiritual dimensions as leaders develop along the hierarchical continuum. Implications of the model for leadership theory and practice are discussed.

Predictors of learning organizations: a human resource development practitioner’s perspective

Seeks to find predictors of learning organizations as determined by Marquardt’s Learning Organization Profile (1996). For this study, male and female professionals were asked to rate their perceptions about their organizations. They were asked to rate their organizational perceptions on rewards and recognition, training and education, information flow, vision and strategy, and individual team development. Finds that appropriate rewards and recognition are an undergirding structure to the learning organization and that an environment of knowledge sharing and learning systems is an indication of a learning organization. Results support the notion that interventions intended to aid in the metamorphose from a current organization state to that of a learning organization may wish to focus initially on these aspects.

Toward a conceptual framework of employee volunteerism: an aid for the human resource manager

The purpose of the research is to provide HR managers with some guidance, as they develop employee volunteer programs to meet specific workforce needs. Structured interviews were conducted with eight employees. The data suggest that employees who volunteer time believe that such experiences benefit them personally and improve their ability to perform their work duties. There were slight differences in program type, with those employees involved in programs characterized by high management support and commitment tending to perceive that they reap high overall rewards for their volunteer activities. The perceived impact of volunteer activities on employees included: an improved ability to cope with job challenges; the development of contacts and skills that can be used on the job; improved self‐esteem and a sense of pride. These factors can increase employees’ ability to be proactive problem solvers on the job.

The mentoring model theory: dimensions in mentoring protocols

A mentoring relationship has the potential to be widely used throughout an individual’s lifespan. Including mentoring relationships into one’s life can assist with transition management in and out of various life scenarios. A mentoring model has been proposed that blends human development with the dimensions of mentoring. It is assumed that the dimensions of the model are continuous and multidimensional. We recognize three interactive dimensions that surround the mentoring interaction which shape the mentor and protege relationship. These dimensions are defined as: socialization; task development; and lifespan development. The model can be utilized as a diagnostic tool or as a training model to promote mentoring relationships.

Employee Spirituality in the Workplace: A Cross-Cultural View for the Management of Spiritual Employees.

The workplace is evolving to reflect the diversity within society. Reflected within society are numerous spiritual beliefs and practices that are ingrained in the cultures. The cultural mix reflects not only ethnic diversity but also a diversity of spiritual beliefs and behaviors that influence workplace roles. Employees are manifesting spiritual beliefs and practices at work. To prepare future managers to face the challenge of managing spiritual diversity, management educators may choose to treat employee spirituality as a cross-cultural issue. This article provides a framework for educators to incorporate the management of employee spirituality into the curriculum.

Managing human capital

One of the keys to success in the digital economy is the appropriate management of human capital. Because of sweeping technological changes, old behaviors of human capital management may not be suitable in the digital domain. Traditional businesses will need to evolve and radically transition themselves into an electronic business mode. This study implements a rigorous qualitative case study methodology to examine an electronic business corporate entrepreneurship team within a large, traditional business. Faced with the need to work at “Web speed”, this group had to adapt quickly, both to complete its task on time and to master a steep learning curve. This process is examined systematically, in order to examine the major research question: “What are the changes necessary to support the transition of a new venture creation team as it moves from the traditional domain into the digital economy domain?” Through in‐depth interviews, this study examines the transition process, drawing conclusions that may have far‐reaching ramifications for both practice and theory in human capital management.

Strategic performance empowerment model

Employee empowerment is one of the key management concepts of our time, but the empowerment concept has not yet become part of our corporate culture. In order to make it possible for managers to utilize empowerment concepts, the authors have developed a model, based on coaching, modeling and career path development in both an organizational and individual context. In the final section of the paper (Implications for Practicing Managers), the authors emphasize that implementation is not an easy task, as the manager must override traditional, authority‐based mindsets to develop a different paradigm.

Changing the mindset: the training myth and the need for world-class performance

Abstract Using data from Canada, the Czech Republic, Hong Kong and Indonesia, this paper tests the concept that training should be viewed as only one (perhaps small) factor in the drive towards world-class productivity. Rather, it is a combination of social science and physical science factors that must be managed, if productivity is to improve. This gap analysis technique focuses on reactive and proactive job analyses to develop programmes of workplace change. Even when utilized in widely varying cultures, the model yields comparable results.

The spiritual dimension in leadership at Dilmah Tea

Purpose – The purpose of this paper is first to report an exploratory study intended to capture the elements of a leaders spirituality; and second to examine these elements against the current discussion of spiritual leadership in general, and the transcendental leadership model in particular.Design/methodology/approach – Within a single case study scenario, the in‐depth interview method captures the elements of the leaders spirituality. Grounded theory is used to analyze the data.Findings – The findings suggest that a spiritually driven leaders high internal locus, a strong passion for giving and caring for his followers, and spirituality epitomize the concept of transcendental leadership.Research limitations/implications – The major limitation concerns generalizability of the findings. While in‐depth studies of larger samples of spiritually driven business leaders are needed, these leaders could be drawn from different cultural settings. Using different assessment tools to measure various aspects of ...

Needs Analysis Theory and the Effectiveness of Large‐scale Government‐sponsored Training Programmes: A Case Study

Reports on a study of current and past training literature which suggests that, to be effective and to isolate both training needs and those problems having other, non‐trainable solutions, training must be preceded by a needs analysis. Proposes a needs assessment model to illustrate an optimum needs assessment process, and compares this model with the Ontario Government′s “Ontario Skill” (OS) programme, a multi‐million dollar, provincially‐funded training scheme. If, as the literature suggests, needs assessment must preclude training, then it is likely that OS monies are being wasted, as under the current administrative system it is virtually impossible to conduct in‐depth assessments. Suggests ways in which needs assessment can be improved, by shifting the burden from the Government′s consultants onto specially‐trained employer representatives. It is felt that such a shift would enable sufficient time to be spent on the thousands of needs assessments conducted every year under the auspices of this massiv...