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Relevant bibliographies by topics / Bad leadership

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Academic literature on the topic 'Bad leadership'

Author: Grafiati

Published: 1 March 2023

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Journal articles on the topic "Bad leadership"

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Kellerman, Barbara. "How bad leadership happens." Leader to Leader 2005, no. 35 (2004): 41–46. http://dx.doi.org/10.1002/ltl.113.

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Roque, Ana, José Manuel Moreira, José Dias Figueiredo, Rosana Albuquerque, and Helena Gonçalves. "Ethics beyond leadership: can ethics survive bad leadership?" Journal of Global Responsibility 11, no. 3 (June 27, 2020): 275–94. http://dx.doi.org/10.1108/jgr-06-2019-0065.

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Purpose The purpose of this paper is to contribute to the relaxion on what can be done to develop ethical cultures that may be less permeable and more resilient to changes in leadership from an ethical point of view. The influence of leaders on organisational ethics is recognised, and there are even those who consider that it is not possible to maintain an ethical culture when leaders are not engaged. But, if this theory is true, all business ethics programmes that can be created, and the cultures that can gradually be developed in organisations, will always have their existence and robustness suspended at each leadership change. How to maintain an ethical culture beyond leadership? Design/methodology/approach As a strategy, we used the case study with a narrative methodology, in which a chief executive officer (CEO) and a chief compliance officer (CCO) narrate in the first person a case of perceived collapse of the ethical culture of a multinational company. Findings The findings point to the difficulty in maintaining ethical leadership. Key aspects to protect an organization from leadership changes are as follows: the management of the succession process, the quality of the training on ethics and the mechanisms developed by the organization to foment speak up and take notice of the situations. Moral blindness and the banality of evil that also can be observed in organizations appear as facilitating elements for collapse. Originality/value Ethical leadership is generally presented as a necessary condition for an ethical culture. However, leaders often have unethical or ethically neutral leadership. This case helps to understand the difficulties experienced by leaders in adopting ethical leadership and proposes a set of instruments and procedures that, when included in an ethical programme, can protect the company's ethical culture against unethical leaders. Some characteristics of our case study make it particularly relevant: action occurs in a multinational, a context where, by size and complexity, achieving uniformity in culture becomes particularly relevant, and actions happen in the context of a CEO succession process, something that may occur in any company and which is often a trigger for ethical misconducts. Additionally, our case is narrated by a CEO and a CCO, which makes it rare, as it is especially difficult to have access to these executives.

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Fors Brandebo, Maria, Sofia Nilsson, and Gerry Larsson. "Leadership: is bad stronger than good?" Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 690–710. http://dx.doi.org/10.1108/lodj-09-2014-0191.

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Purpose – The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave. Design/methodology/approach – Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625). Findings – Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables. Research limitations/implications – Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed. Practical implications – The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes. Originality/value – The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.

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Walton, Michael. "Debating bad leadership: reasons and remedies." Action Learning: Research and Practice 18, no. 3 (September 2, 2021): 286–88. http://dx.doi.org/10.1080/14767333.2021.1986905.

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Vestal, Katherine. "Communicating bad news." Nurse Leader 2, no. 5 (October 2004): 10–11. http://dx.doi.org/10.1016/j.mnl.2004.07.014.

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Schilling, Jan, and Birgit Schyns. "The Causes and Consequences of Bad Leadership." Zeitschrift für Psychologie 222, no. 4 (October 2014): 187–89. http://dx.doi.org/10.1027/2151-2604/a000185.

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Solas, John. "The banality of bad leadership and followership." Society and Business Review 11, no. 1 (February 8, 2016): 12–23. http://dx.doi.org/10.1108/sbr-09-2015-0049.

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Purpose – The purpose of this paper is to highlight the loss of moral capital incurred by an organization from indifferent or deferential followers of bad leaders. Despite the proliferation of codes of conduct and ethics and compliance programs throughout the business community, the prevalence of malevolence and malfeasance in organizations continues to rise. While a good deal is known about bad leadership, far less is known about bad followership. Design/methodology/approach – The paper draws on recent and seminal research from moral theory, organizational behavior and clinical and social psychology, in analyzing and responding to the collusion and passivity of followers. Findings – The paper provides critical insights into the complementary relationship between bad leadership and followership, and agues that followers in particular have a serious moral case to answer for their complicity. Suggestions are offered for strengthening their capacity to respond. Research limitations/implications – Although research on followership is growing, it is still comparatively newer and more slender than on either management or leadership. Much less is known about the moral behavior of followers, and even less so in relation to its contribution to organizational mischief. Drawing attention to the moral dimension of this facet of organizational deviancy represents both the novelty and limitation of this paper. A more comprehensive account of the immorality of followers awaits further investigation. Practical implications – The paper offers a way of invoking and strengthening private conscience as an effective countermeasure against corporate crime and corruption. Social implications – Wrongdoing is a fact of organizational life. However, it is not confined to life in organizations, and similar dynamics apply in situations where its impact is both low (non-violent) and high (physically violent). Bystanders are faced with the same moral questions whenever the context demands an active response. Originality/value – While both workers and bosses may engage in unethical and unlawful behavior, neither would succeed without followers. Strategies designed to curtail their support serve to reduce the incidence of crime and corruption in the office and elsewhere.

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de Valk, Penny. "How businesses can deal with a bad manager." Strategic HR Review 14, no. 3 (June 8, 2015): 74–78. http://dx.doi.org/10.1108/shr-04-2015-0029.

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Purpose This paper aims to explore how businesses can deal with a bad manager? Design/methodology/approach This paper researches the impact of leadership. Findings Bad management can affect employee morale, performance, attitude and engagement. Originality/value This paper includes a research amongst employees on the impact of leadership.

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Elizabeth Daramola, Folashade, and Akaninyene Ufot Etuk. "LEADERSHIP, GOVERNANCE AND NATION BUILDING IN NIGERIA." Volume-2: Issue-3 (August, 2019) 2, no. 3 (March 31, 2020): 8–19. http://dx.doi.org/10.36099/ajahss.2.3.2.

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Since independence, Nigeria has suffered many and different forms of bad leadership and governance. This invariably has had its toll on the nation building process of the country as bad leadership and governance are synonymous with low development and disunity, especially when considering the dissatisfaction that arises from the different quarters of the country shaking the country’s foundation and threatening the unity of the country and disrupting real development and progress in the body polity. There are extant scholarly works on leadership, governance and nation building in Nigeria. However, it appears that the existing works have not been able to raise a louder alarm and raise a red flag against the prevailing corrupt and bad status quo in the political arena of the country which has worked against the nation building effort of the country. This paper intends to raise such alarm while warning the political leaders against impending revolution by patiently giving an account of leadership in Nigeria and the flaws of the Nigerian political leaders as they have had implications on the nation building process of the country. The paper makes use of historical methodology by analyzing data and information derived majorly from secondary sources such as books, journal articles, chapters in books, internet sources, etc. The paper has found out that many factors are responsible for good or bad governance and leadership in Nigeria which in turn have implications on the nation building process of the country. In all the paper has revealed that for there to be good and true governance and leadership in Nigeria that would affect nation building process positively, true and purposeful leaders must emerge to replace the bad ones that have existed over the years, and selfless and personal sacrifice must replace selfishness and greed in the minds of Nigerian political leaders.

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Kaur, Ameek. "Shared Leadership: Good or Bad for Team Innovation?" Academy of Management Proceedings 2013, no. 1 (January 2013): 11810. http://dx.doi.org/10.5465/ambpp.2013.11810abstract.

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Dissertations / Theses on the topic "Bad leadership"

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Evanshen, Pamela A., E. Edokhamhan, P. Mensah-Bonsu, O. Olubowale, F. Rubayii, and S. Alkaabi. "Early Childhood Leadership: Good Leaders, Bad Leaders, How Best to Lead!" Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etsu-works/6013.

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Strand, Linnéa. "The bad apples' influence on the organizational members : a qualitative case study exploring individuals’ experiences." Thesis, Högskolan Kristianstad, Fakulteten för ekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-22334.

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The purpose of this paper is to explore individuals’ experiences of unethical leadership by examining it from an employee perspective. The concept of ethical leadership, organizational ethical culture, and unethical behavior guide this study together with the components of vicarious learning, and role ethically. The research question is based on three main areas, unethical leadership, unethical behavior, and ethical culture, and it follows: What are employees’experiences of unethical leadership and what does those experiences reveal about the leaders’behaviors and the organizational ethical culture? The method was through a qualitative questionnaire conducted online and through a multiple case study six informants’ experiences were explored. The findings show that all the informants perceived their leaders as not being ethical and fair, being bad roles models, and not being an example of good ethical behavior. Conclusions are that the influence of unethical leadership creates negative experiences in the informants and those experiences were presented in a range of different emotions and behaviors.

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Ping, Alistair C. "Why good people do bad things in business." Thesis, Queensland University of Technology, 2017. https://eprints.qut.edu.au/114002/1/Alistair_Ping_Thesis.pdf.

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In this thesis inter-disciplinary research from the fields of business ethics, moral philosophy, criminology, social psychology and neuro-cognitive science are synthesised to develop a causal factor model which explains why good people do bad things in business. The model was tested by interviewing senior executives involved in corporate crimes and the results have significant implications for ethics education and training.

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Bourdoux, Doriane, and Manon Delabelle. "Toxic Leadership: An understanding on how a business environment is ‘contaminated’ by leaders." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-26242.

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Who has never heard anything about leadership? This concept appears almost everywhere: in the classroom, on TV program, in reviews, in books, etc. However, who really knows about the real nature of leadership? Most of you might have a good image of it in mind. However, the reality is far different. How many of you have ever listened to stories whereby people were stressed or were depressive due to their job? In this thesis, we will expose how the business environment is "contaminated" by leaders presenting toxic behaviours. Once toxic behaviours occur in the company, the entire system becomes "alienated", its welfare is undermined. Leaders, in our view, act like snakes which, with its venom contaminate, step by step, their environment. The best way to erase toxins, in such surrounding is to be first aware of its root. For knowing this issue, please, attach your belt, the travel will start …

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Kei, Cecilia, and Elin Bergman. "Företags interna kommunikation : kommunikationens samspel och betydelse för ledarskapet och kulturen." Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9643.

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Människor rör sig runt i en större omfattning jämfört med förr i tiden. Detta har medfört ett ökat intresse bland forskare att studera just kommunikation och organisationskultur inom organisationer och företag. Oavsett vilken bransch och marknad en organisation verkar inom har dessa ämnen blivit aktuella att studera och reflektera kring hur organisationens helhet (strukturen, anställdas gemenskap, ledarskapet etc.) faktiskt fungerar. Våra forskningsfrågor är: Hur kan kommunikationen påverka organisationens kultur; mellan ledaren och anställda samt anställda sinsemellan? Hur kan ledarskapets kommunikation påverka organisationskulturen på företaget? Vårt syfte med detta arbete är att undersöka olika organisationers interna kommunikation, hur denna kan påverka organisationskulturen samt ledarskapet och hur de samspelar med varandra. Det kan bidra till mer kunskap till de organisationer som känner att den interna kommunikationen brister i organisationsledet. Rapporten kan även bidra till att organisationer blir medvetna om ämnesområdet. Detta arbete går ut på att få en djupare förståelse för det valda ämnet, vilket innebär att det är en studie som har en kvalitativ karaktär som vi studerat utifrån ett hermeneutiskt synsätt. Vi har därmed ställt helheten i relation till rapportens olika delar för att få en djup och bred förståelse kring de utvalda ämnesområdena. För att få svar på våra forskningsfrågor har vi i vår studie använt oss av både sekundära och primära datakällor. Vi har valt att även använda oss av intervjuer, specifikt semistrukturerade intervjuer. Vi har intervjuat respondenter som har ett ansvarsområde (ledar-/chefsroll) inom liknande branscher och storlek (storlek beräknat på antal heltidsanställda) och anställda som inte har ansvarsområden. Intern kommunikation är mest optimal när samtliga anställda, både med och utan ansvarsområde, i en organisation känner till kommunikationskanalerna, kulturen samt de visioner och mål som råder. Ett väl sammansvetsat samspel av alla dessa aspekter bidrar till en stark, konkurrenskraftig och framgångsrik organisation.
People are moving around in a greater extent than in the past. This has led to an increased interest among researchers to study communication and organizational culture within organizations and companies. No matter what business and marketing organizations are operating in, the subject has become topical for them to study and reflect on how the whole organization (structure, community members, leadership, etc.) actually works. Our research questions are: How can communication affect the organization's culture; between the leader and the members and the members among themselves? How can leadership communication affect the organizational culture of the company? Main purpose with our paper is to explore various corporate internal communications. As well how this can affect organizational culture and leadership and how they interact with each other. It can contribute to i.e. more knowledge to the organizations who feel that internal communication deficiencies in the organizations different levels. The report can also help the organizations that are not aware of the subject to become aware. Our purpose is as well to gain a deeper understanding of the chosen topic. This means that there is a study that has a qualitative character, which we studied from a hermeneutics approach. It is our intention to get as close to reality as possible. We have placed the various parts of this paper together to get a deep and broad understanding of the chosen field of study. We have chosen to have interviews, specifically semi-structured interviews. We interviewed respondents who have a responsibility (leadership/management role) in similar industries and size (size based on the number of full-time employees) and employees who do not have responsibilities. Internal communications are most optimal when all members of an organization know the channels of communication, culture and the vision and objectives prevails. A close-knit interaction of all these aspects contributes to a strong competitive organization.

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Clark, Cammi. "When Bad Genes Ruin a Perfectly Good Outlook: Psychological Implications of Hereditary Breast and Ovarian Cancer via Narrative Inquiry Methodology." Antioch University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1565254126257837.

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Philp, Gerald Martin. "Student leadership development in high school band /." Full-text of dissertation on the Internet (10.88 MB), 2010. http://www.lib.jmu.edu/general/etd/2010/masters/philpgm/philpgm_masters_05-06-2010.pdf.

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Zhou, Jin. "Ren leadership an interpretive biography of Bai Fangli /." Diss., [Missoula, Mont.] : The University of Montana, 2009. http://etd.lib.umt.edu/theses/available/etd-10132009-114811.

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Chetty, Sandy-Lee. "The influence of leadership on the organisational effectiveness of SAPS precincts." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1590.

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Public institutions have the responsibility to deliver various services to the public in the most effective and efficient manner. In South Africa, many public sector reforms were instituted after 1994. The main reasons for these reforms were to improve the access of the historically disadvantaged to public services, to increase efficiencies, to reduce costs and to reduce public debt. Despite improvements to the policy framework that underpins service delivery by the public sector, however, there are still many challenges in the delivery of public services. An improved public policy to deliver service alone is not enough if not supported by effective systems and processes for actual delivery, as well as effective leadership that leads and ensures the delivery of such services. Improving the organisational effectiveness of public institutions is therefore important in South Africa. The present study explores the role that leadership plays in the pursuit of organisational effectiveness in a selected public institution, namely the South African Police Service (SAPS). The primary objective of this study is to improve the organisational effectiveness of SAPS in the Nelson Mandela Bay municipal area by investigating the influence of leadership style (transactional and transformational) and personality (Machiavellian, narcissistic, collectivistic, masculine and feminine) on organisational effectiveness of SAPS (as measured by overall organisational performance and the individual job performance intentions of police officers). The research design is positivistic, as the relationships among the above-mentioned variables are statistically tested. The sample consisted of 90 police officers of senior rank drawn from five police stations in the Nelson Mandela Bay. The empirical results were reported and interpreted. These results revealed that constructive narcissistic and collectivistic leadership personality traits, as well as transformational leadership style exert a positive influence on the organisational performance of the Nelson Mandela Bay police precincts. The empirical results also showed that collectivistic leadership personality traits influence the performance intent of these police officials positively. These results are discussed in terms of the implications they hold for the managers of police precincts. The limitations of the study are reported which provide areas for future research.

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Varner, Edward Lee. "Why High School Students Participate in Band." Thesis, Concordia University Chicago, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10640288.

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The purpose of this study was to examine the factors that motivate high school students to participate in school band. The relationships between music education, academic success, and social engagement in school were explored. A survey questionnaire and interview questions were used to generate response data from 45 high school band members. Data were gathered, coded, and analyzed using qualitative survey and structured interview design techniques. A systematic approach was used to create a viable narrative that, when added to existing literature, provided a better understanding of the topic for those decision makers struggling to find justifications for how and why band is an important option for high school students. Findings from this study support earlier research and provide a strong case for the claim that many students are intellectually, emotionally, expressively, and musically nurtured by membership in school band. Stress relief was a powerful theme throughout student responses and many students indicated that band was an important place where they were able to build their strongest support relationships. The information acquired from this study provided insight into student perceptions about the value of band participation from environmental, behavioral, and cognitive viewpoints and highlighted the importance of band as a social and emotional support space where students are able to find sanctuary from the stressors of their lives.

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Books on the topic "Bad leadership"

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Örtenblad, Anders, ed. Debating Bad Leadership. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4.

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Driven to lead: Good, bad, and misguided leadership. San Francisco: Jossey-Bass, 2010.

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No way: The big bad boss era is over : trust, integrity, humility. Houten: Lannoo Campus, 2013.

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Toxic leaders: When organizations go bad. Westport, Conn: Quorum Books, 1996.

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Johnson, D. B. Four legs bad, two legs good! Boston: Houghton Mifflin, 2007.

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Kellerman, Barbara. Bad leadership: What it is, how it happens, why it matters. Boston: Harvard Business School Press, 2004.

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Bad leadership: What it is, how it happens, why it matters. Boston, Mass: Harvard Business School Press, 2004.

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Cohn, Jeffrey. Why are we bad at picking good leaders: A better way to evaluate leadership potential. San Francisco: Jossey-Bass, 2011.

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Cohn, Jeffrey. Why are we bad at picking good leaders a better way to evaluate leadership potential. San Francisco: Jossey-Bass, 2011.

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1967-, Smith Alastair, ed. The dictator's handbook: Why bad behavior is almost always good politics. New York: PublicAffairs, 2011.

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Book chapters on the topic "Bad leadership"

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Goethals, George R. "Bad Followers Create Bad Leaders." In Debating Bad Leadership, 199–215. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_11.

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Sternberg, Robert J. "Why Bad Leaders? A Perspective from WICS." In Debating Bad Leadership, 141–60. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_8.

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Kerns, Charles D. "Bad Leaders: Some Realities, Reasons and Remedies." In Debating Bad Leadership, 219–37. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_12.

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Whitehead, Jo. "Is “Bad Leadership” a Problem Worth Addressing?" In Debating Bad Leadership, 35–45. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_2.

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Örtenblad, Anders. "Background and Introduction: Why Debating Bad Leadership?" In Debating Bad Leadership, 3–33. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_1.

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Chandler, Jennifer L. S. "Analyzing Bad Leadership Through a Critical Leadership Theory Lens." In Debating Bad Leadership, 355–68. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_19.

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Wood, Jack Denfeld, Alyson Meister, and Han Liu. "Defining the Good, the Bad, and the Evil." In Debating Bad Leadership, 47–65. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_3.

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Whitehead, Jo, and Julia Bistrova. "Why Companies Stumble: The Role of Bad Leadership." In Debating Bad Leadership, 299–315. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_16.

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Boak, George. "Shining a Light on Toxic Leadership." In Debating Bad Leadership, 105–20. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_6.

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Blank, Warren. "What Explains the Quality of Today’s Leaders?" In Debating Bad Leadership, 163–79. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65025-4_9.

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Conference papers on the topic "Bad leadership"

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Wei Zhang, Mingjian Zhou, and Jifan Ren. "Is servant leadership always good and authoritarian leadership always bad? a group-level model of servant and authoritarian leadership, power distance, interactional justice climate, and OCB." In 2015 12th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2015. http://dx.doi.org/10.1109/icsssm.2015.7170144.

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Al Ali, Ali Ahmed Abdulla. "Improving Organizational Culture : High Reliability Organization." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210918-ms.

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Abstract Positive safety culture is key in a generative organisation where individuals anticipate what could potentially go wrong and accept bad news as opportunity for improvement. During the last several decades, numerous process safety related events have occurred impacting people's lives and companies' financial integrity. The underlying causes of the poor safety culture that resulted in major incidents is due to organisational and safety management failures, inadequate communication, and lack of cultural leadership responsibility.

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Robertson, S., and E. Sutton. "135 Band 7 leadership development programme." In Great Ormond Street Hospital Conference 2018: Continuous Care. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2018. http://dx.doi.org/10.1136/goshabs.135.

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Aei-Kyung, Kim, Jin Xian, and Ho-Chul Shin. "Linking Authentic Leadership to Change-Oriented Behaviors: The Mediating Effect of Workplace Trust." In 2022 IEEE/ACIS 7th International Conference on Big Data, Cloud Computing, and Data Science (BCD). IEEE, 2022. http://dx.doi.org/10.1109/bcd54882.2022.9900624.

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Barthelemy, Jerome. "EPA’s Performance Track and Its Practical Application." In 15th Annual North American Waste-to-Energy Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/nawtec15-005.

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Performance Track is a voluntary environmental partnership between the government and participating U.S. facilities of all types and sizes. The Environmental Protection Agency governs and operates the Performance Track program in conjunction with the state environmental agencies. The goal of Performance Track is to provide environmental leadership and pollution reduction at its source. This presentation will provide insight on how Montenay Bay operates according to its Performance Track commitments. Montenay Bay is a waste-to-energy facility in Panama City, Florida. The presentation will describe how Montenay Bay qualified for the Performance Track program, and how it positively influences their normal operating decision making processes. A representative from the Environmental Protection Agency (EPA) will be available for the remainder of the presentation time to answer any questions conference members might have concerning the EPA Performance Track program.

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Bae, Hoikyoung, and Gina Gim. "The Effect of Director’s Empathy and Coaching Leadership on Teacher’s Role Performance and Job Stress at Early Childhood Educational Institutions." In 2022 IEEE/ACIS 7th International Conference on Big Data, Cloud Computing, and Data Science (BCD). IEEE, 2022. http://dx.doi.org/10.1109/bcd54882.2022.9900619.

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Stahl, Matthew, Alok Prasad, Ekta Vasita, Neil Patel, and Sassoon Levi. "84 Reducing waste and improving patient safety: introduction of the on-call doctor’s bag." In Leadership in Healthcare conference, 14th to 16th November 2018, Birmingham, UK. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/leader-2018-fmlm.82.

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Бровко, П. Ф. "THE SHORES OF KRESTA BAY (BERING SEA)." In Геосистемы Северо-Восточной Азии. Crossref, 2021. http://dx.doi.org/10.35735/tig.2021.16.95.004.

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В заливе Креста Берингова моря в 1946 году приступили к строительству морского порта, а пять лет спустя в заливе начала работать первая береговая экспедиция Института океанологии АН СССР под руководством А.Т. Владимирова. Экспедиция определила главные факторы развития берегов, основные черты их морфологии и динамики, установила особенности эволюции побережья. Многие объекты залива (острова и мысы, бары и косы, бухты и лагуны) имеют как местные названия, так и обозначенные первыми гидрографами – исследователями, составляя своеобразную «мозаику» береговой топонимии. In 1946, the construction of a seaport began in Kresta Bay of the Bering Sea, and the first coastal expedition of the Institute of Oceanology of the USSR Academy of Sciences under the leadership of Vladimirov A.T. began to work five years later. The expedition identified the main factors of coastal development, the main features of their morphology and dynamics, and established the features of coastal evolution. Many objects of the Bay (islands and capes, bars and spits, bays and lagoons) have both local names and those designated by the first hydrographer-researchers, making up a kind of "mosaic" of coastal toponymy.

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Marques, Anabela, and Leonilde Reis. "ADVANTAGES AND DISADVANTAGES OF QR CODE IN TAX INVOICES IN PORTUGAL." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.167.

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The systematization of the information underlying the electronic invoice, published in the Decree-Law no. 28/2019 of 15 February in Portugal, brought legislative changes leading to the introduction of a QR-Code on the invoice creating the conditions for the document's dematerialization. This article´s purpose is to present the results of a set of surveys applied to the various stakeholders in the process, in order to validate the advantages and constraints of an aggregating Approach, designed to systematize such stakeholders in a process of this nature. The methodology adopted was Design Science Research and proved to be adequate for the design of the artefact. The elaborated approach and the results of the surveys are also presented. In 2021, invoices and other tax documents must contain a two-dimensional bar code, containing all information related to the invoice, allowing the consumer to digitally send this information to his electronic invoice without his Fiscal ID introduction.

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Banerjee, Siddhartha, Clayton Naber, Michael Willcox, Charles E. A. Finney, and K. Dean Edwards. "High Performance Computing and Analysis-Led Development of High Efficiency Dilute Opposed Piston Gasoline Engine." In ASME 2017 Internal Combustion Engine Division Fall Technical Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/icef2017-3616.

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Pinnacle is developing multi-cylinder 1.2 L gasoline engine for automotive applications using high performance computing (HPC) and analysis methods. Pinnacle and Oak Ridge National Laboratory executed large-scale multi-dimensional combustion analyses at the Oak Ridge Leadership Computing Facility to thoroughly explore the design space. These HPC-led investigations show high fuel efficiency (∼46% gross indicated efficiency) may be achieved by operating with extremely high charge dilution levels of exhaust gas recirculation (EGR) at a light load key drive cycle condition (2000 RPM, 3 bar BMEP), while simultaneously attaining high levels of fuel conversion efficiency and low NOx emissions. In this extremely dilute environment, the flame propagation event is supported by turbulence and bulk in-cylinder charge motion brought about by modulation of inlet port flow. This arrangement produces a load and speed adjustable amalgamation of swirl and counter-rotating tumble which provides the turbulence required to support stable low-temperature combustion (LTC). At higher load conditions, the engine may operate at more traditional combustion modes to generate competitive power. In this paper, the numerical results from these HPC simulations are presented. Further HPC simulations and test validations are underway and will be reported in future publications.

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Reports on the topic "Bad leadership"

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Crossan, Mary, Gerard Seijts, Jeffrey Gandz, and Carol Stephenson. Leadership on Trial : A Manifesto for Leadership Development. Richard Ivey School of Business, 2010. http://dx.doi.org/10.5206/iveypub.44.2010.

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Recent books and articles have analyzed the causes of the global financial and economic crisis of 2007-09. Yet little attention has been paid to the quality of leadership in organizations that were at the epicentre of the storm, were victims of it, avoided it or even prospered from it. In the summer of 2009 a multi-disciplinary group of Ivey faculty decided to look at the leadership dimensions of the recent financial and economic crisis. We started by writing a working paper that laid out our preliminary views. We then engaged more than 300 business, public sector and not-for-profit leaders in small and large groups, as individuals and collectives, to get their reaction to this paper and, more generally, to discuss te role that organizational leadership played before, during and after the crisis. We examined leadership not just in the financial sector but also in many other public and private sector organizations that were affected by the crisis. In a sense, we were putting leadership on trial. Our aim in doing this was not to identify and assign blame. Rather, we examined leadership during this critical period in recent history to learn what we could, and use the learning to improve practice in leadership today and the development of next generation leaders. As we analyzed the role of leadership in this crisis we were faced with one major question: "Would better leadership have made a difference?" Our answer is unequivocal: "Yes!" We recognize that many people could argue it is unfair to criticize leaders whose decisions were based on their knowledge of the situation at the time and which only eventually, with the aid of 20/20 hindsight proved bad. We respect this view but we disagree with it. Some business and public sector leaders predicted better than others the bursting of the housing bubble and financial markets turmoil, positioned their organizations to avoid problems, and coped with them skillfully. Their organizations were not badly damaged by the crisis and some even prospered. Some governments and regulatory agencies' control and monitoring systems were superior to those in the U.S., the U.K., Ireland, Spain, Iceland and other countries that had to bail out their banks and other industries. Our evidence supports the conclusion that these companies, these agencies, these governments and these countries had better leadership. Good leadership mattered then and good leadership will matter in the future. We are presenting our conclusions about what good leadership involves in the form of a public statement of principles - a manifesto that addresses what good leaders do, who they are, and how they can be developed in organizations.

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Granger, Derek B. Dewey at Manila Bay: Lessons in Operational Art and Operational Leadership from America's First Fleet Admiral. Fort Belvoir, VA: Defense Technical Information Center, October 2010. http://dx.doi.org/10.21236/ada535542.

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