Joyce Thompson Heames

Mentoring global female managers in the global marketplace: Traditional, reverse, and reciprocal mentoring

A stream of research exists that focuses on traditional mentoring (senior female managers mentoring junior members in a domestic organization). The literature further indicates that females are increasing in number but may receive less mentoring than males and expatriates may receive less mentoring than domestic employees. A new paradigm, reverse mentoring, has emerged (e.g., a junior person, knowledgeable of the rapid technological change and globalization of business, acts as the mentor for a senior person). This paper proposes a third type of mentoring, ‘reciprocal’, as essential for competition in global markets. It is argued that mentoring can become a strategic tool in the organizational knowledge creation and transfer process. Moreover, mentoring could serve as a competitive advantage in creating an effective support system for female global female managers.

A Bully as an Archetypal Destructive Leader

Leaders do not necessarily have the best interests of the organization in mind when they make decisions. Many times, leaders treat their own personal goals as more important in relation to the goals of the organization and frequently adopt a short-term decision horizon. Thus, leaders become destructive and make decisions for their own good at the expense of the organization. This article examines the bully as a leader and how the bully creates a dysfunctional environment where the bullied, the observer, and the organization suffer negative impact due to the decisions made by the bully. The externalities of bullying (i.e., unintended explicit and/or implicit consequences of bullying activities on the members of the organization) are discussed to highlight the importance of examining the spillover impact of bullying activities in organizations. In addition, the authors propose a method to address the negative impact of those who engage in bullying on the organizational as a whole.

The Evolution of the Concept of the 'Executive' from the 20th Century Manager to the 21st Century Global Leader

The purpose of this paper is to take an in-depth look at the profiles of executive skills and competencies drawn across the expanse of seventy-five years framed in the backdrop of management philosophy changes. In the early 1900s, Chester Barnard outlined the competencies he felt the executive of the future would need in the 20th Century. At the beginning of the 21st Century, Morgan McCall and George Hollenbeck interviewed over 100 expatriates and reported a list of needed competencies for the global executive of the 21st Century. This paper chronicles the changes in the management arena over that 70 plus year period of time to frame the backdrop of these two executive skill profiles. The journey is interesting and the outcome is surprising at times. Just as organizations are a product of their past, so to is the executive of today. He/she is an anthology of all the things that an executive needed in early 1900s, with a couple dynamic dimensions thrown in to maintain their sustainable competitive advantage in the new millennium global marketplace. Key Words: leadership, executive development, global management, 20th Century management training/development, 21st Century global managers, differences between traditional managers and global leaders

The Indirect Relationship between Organizational-Level Knowledge Worker Turnover and Innovation: An Integrated Application of Related Literature.

Purpose – The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with organizational learning as the prerequisite social mechanism that ties the two phenomena together.Design/methodology/approach – This paper integrates research across a number of related areas to develop a model of the immediate and indirect organizational consequences of different rates of knowledge worker turnover.Findings – The paper finds that certain conditions and mechanisms must first be in place to pave the way to innovation. Grounded in social capital theory, this paper describes how turnover rates and organizational learning can be curvilinearly related with respect to ambidextrous learning; how betweenness centrality and learning culture can moderate this relationship; and why organizational learning should mediate the turnover‐innovation relationship.Research limitations/implications – Faulty decisions based o...

Management pioneer contributors: 30‐year review

Purpose – The purpose of this paper is twofold: to report the number of articles in the business academic literature that have been written about the pioneers depicted in a 1977 Daniel Wren and Robert Hay study; and to report the findings from a replication and extension of that study.Design/methodology/approach – The paper employed a systematic literature review combined with an empirical replication and extension of the 1977 study.Findings – The literature review revealed that 101 articles referenced only a few of the 1977 identified pioneers. In fact 47 of the articles were about three of the pioneers – keeping them firmly in the academic institutional memory, while others have fallen into insignificance. The results of the new study identified seven new names for the list of top ten, while three remained steadfast. Frederick Taylor was number one on both lists. Interestingly, no woman made the top ten.Research limitations/implications – The replication and extension is a strength and limitation in whi...

Forensic Science Staffing: Creating a Working Formula

Abstract The key issue facing forensic labs is “the classic economic problem—how to allocate limited resources with increasing demand for services, while maintaining high quality standards” (Speaker 2009). Employees are the biggest expense and most valuable resource that forensic labs possess, thus the question arises as to how to maximize human resource functions to best allocate resources through personnel. As the search is on to look for better practices to improve the operations as well as technical expertise of labs, human capital management is crucial to that objective. The purpose of this article is to process map some of the staffing issues facing forensic science labs, whether public or private, and to identify metrics from the FORESIGHT study (Houck et al. 2009) that might help lab directors create a working formula to better manage staffing (e.g., recruiting and selection) issues.