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Journal articles on the topic 'The Romance of Leadership'

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Published: 4 June 2021
Last updated: 15 February 2022

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1

Meindl, James R., Sanford B. Ehrlich, and Janet M. Dukerich. "The Romance of Leadership." Administrative Science Quarterly 30, no. 1 (March 1985): 78. http://dx.doi.org/10.2307/2392813.

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Meindl, James R., Sanford B. Ehrlich, and Janet M. Dukerich. "Erratum: The Romance of Leadership." Administrative Science Quarterly 30, no. 2 (June 1985): 294. http://dx.doi.org/10.2307/2393113.

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3

Jackson, Brad. "The Enduring Romance of Leadership Studies." Journal of Management Studies 42, no. 6 (September 2005): 1311–24. http://dx.doi.org/10.1111/j.1467-6486.2005.00544.x.

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4

Mainiero, Lisa. "Workplace romance versus sexual harassment: a call to action regarding sexual hubris and sexploitation in the #MeToo era." Gender in Management: An International Journal 35, no. 4 (May 1, 2020): 329–47. http://dx.doi.org/10.1108/gm-11-2019-0198.

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Purpose The #MeToo movement has brought questions of sexuality and power in the workplace to the forefront. The purpose of this paper is to review the research on hierarchial consensual workplace romances and sexual harassment examining the underlying mechanisms of power relations. It concludes with a call to action for organizational leaders to adopt fair consensual workplace romance policies alongside strong sexual harassment policies. Design/methodology/approach This paper represents a conceptual review of the literature on consensual workplace romance, sexual harassment, passive leadership and power relations. Passive leadership leads to a climate of incivility that in turn suppresses disclosures of sexual harassment (Lee, 2016). Consensual workplace romances across hierarchical power relations carry significant risks and may turn into harassment should the romance turn sour. Findings Two new concepts, sexual hubris and sexploitation, are defined in this paper. Sexual hubris, defined as an opportunistic mindset that allows the powerful to abuse their power to acquire sexual liaisons, and its opposite, sexploitation, defined as a lower-status member using sexuality to gain advantage and favor from an upper-level power target, are dual opportunistic outcomes of an imbalanced power relation. Sexual hubris may increase the likelihood for sexual harassment such that a mindset occurs on the part of the dominant coalition that results in feelings of entitlement. Sexploitation is a micromanipulation tactic designed to create sexual favoritism that excludes others from the power relation. Research limitations/implications Sexual hubris and sexploitation are conceptualized as an opportunistic mechanisms associated with imbalanced power relations to spur future research to tease out complex issues of gender, sexuality and hierarchy in the workplace. Sexual hubris serves to protect the dominant coalition and shapes organizational norms of a climate of oppression and incivility. Conversely, sexploitation is a micromanipulation tactic that allows a lower-status member to receive favoritism from a higher-power target. Four research propositions on sexual hubris and sexploitation are presented for future scholarship. Practical implications Most organizational leaders believe consensual romance in the office cannot be legislated owing to privacy concerns. Passive leadership is discussed as a leadership style that looks the other way and does not intervene, leading to workplace hostility and incivility (Lee, 2016). Inadequate leadership creates a climate of passivity that in turn silences victims. Policies concerning consensual workplace romance should stand alongside sexual harassment policies regardless of privacy concerns. Social implications The #MeToo movement has allowed victims to disclose sexual misconduct and abuse in the workplace. However, the prevalence of sexual harassment claims most often can be traced to a leadership problem. Employers must recognize that sexual hubris and sexploitation arise from imbalances of power, where sex can be traded for advancement, and that often consensual workplace romances end badly, leading to claims of sexual harassment. Consensual romance policies must stand alongside sexual harassment policies. Originality/value Sexual hubris and sexploitation are offered as novel concepts that provide a mechanism for conceptualizing the potential for abuse and manipulation from unbalanced power relations. These are original concepts derived from the arguments within this paper that help make the case for consensual workplace romance policies alongside sexual harassment policies.
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Felfe, Jörg, and Birgit Schyns. "Romance of leadership and motivation to lead." Journal of Managerial Psychology 29, no. 7 (September 2, 2014): 850–65. http://dx.doi.org/10.1108/jmp-03-2012-0076.

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Purpose – There is a growing interest in understanding the motivational processes explaining the emergence of leadership. The purpose of this paper is to examine the relationship between Romance of Leadership (RoL), that is the over-attribution of responsibility for performance to leaders, and motivation to lead (MtL) as well as moderation effects of self-efficacy and personal initiative. Design/methodology/approach – Data were collected using a questionnaire design. The sample consisted of n=1,348 participants at different career stages (students and employees). Structural equation modeling was used to examine the hypotheses. Findings – Individuals high in RoL tend to be more motivated to lead. The results also support the assumed moderating effects. This relationship is stronger for individuals high in self-efficacy and high in personal initiative. This was particularly true for the student sample. Research limitations/implications – Due to the cross sectional design causal inferences are limited. The findings contribute to a better understanding of the socio-cognitive processes that influence MtL at different career stages and shed new light on the outcomes of RoL. Practical implications –The research can help career counselors, coaches, and HR managers to better understand socio-cognitive processes underlying MtL of different groups and therefore improve the quality of advice to their clients. Social implications – Career planning is an important issue when the pool of talented leaders needs to be increased. The study contributes to knowledge on antecedences of MtL. This may help to clarify newcomers’ and other applicants’ career ambitions. Originality/value – This is, to the authors knowledge, the first study to investigate the effect of RoL on MtL.
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Felfe, Jörg, and Lars-Eric Petersen. "Romance of leadership and management decision making." European Journal of Work and Organizational Psychology 16, no. 1 (March 2007): 1–24. http://dx.doi.org/10.1080/13594320600873076.

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7

Bligh, Michelle C., and Birgit Schyns. "Leading Question: The Romance Lives On: Contemporary Issues Surrounding the Romance of Leadership." Leadership 3, no. 3 (August 2007): 343–60. http://dx.doi.org/10.1177/1742715007079316.

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8

Gabriel, Yiannis. "Leadership in opera: Romance, betrayal, strife and sacrifice." Leadership 13, no. 1 (September 16, 2016): 5–19. http://dx.doi.org/10.1177/1742715016663302.

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What, if anything, does opera tell us about leadership, leaders and followers, that social research or indeed other art forms do not tell us? This is the question I address here. I argue that opera is a highly political genre, able to depict political events involving leaders and followers in sharply illuminating ways. In particular, through the device of the chorus it is able to represent the political actions and sentiments of large multitudes of people in their complexity and ambiguity. It is also capable of portraying many of the contradictions of leadership in a critical light. In particular, I argue that opera offers powerful insights into the psychology of leaders confronted by crisis and strife. It highlights the sacrifices they make, the distance and isolation that frequently afflicts them, the different ways in which they wield power and handle conflicts and the tensions between their private and public lives. In showing them meting out favours and punishments, opera warns of rulers’ perennial temptation to abuse their power and highlights some of the dark sides of leadership.
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9

Herrmann, Daniel, and Jörg Felfe. "Romance of Leadership und die Qualität von Managemententscheidungen." Zeitschrift für Arbeits- und Organisationspsychologie A&O 53, no. 4 (October 2009): 163–76. http://dx.doi.org/10.1026/0932-4089.53.4.163.

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Das Konzept der Romantisierung von Führung (Romance of Leadership) besagt, dass der Einfluss von Führungskräften auf den Unternehmenserfolg überschätzt und der Bedeutung wichtiger Kontextfaktoren zu wenig Beachtung geschenkt wird ( Meindl et al., 1985 ). Als Weiterführung dieses Ansatzes wird in dieser Studie untersucht, inwieweit Romance of Leadership die Qualität von Managemententscheidungen negativ beeinflussen kann. Dazu wurden 124 Führungskräften standardisierte Managementszenarien vorgelegt, bei denen es um die Befürwortung oder Ablehnung von Projekten ging. In den Szenarien wurden die Erfolgsaussichten der Projektleiter systematisch variiert. Die Ergebnisse zeigen, dass Personen, die stärker zur Romantisierung von Führung neigen, weniger rationale und angemessene Entscheidungen treffen. Obwohl explizit darauf hingewiesen wurde, dass der Erfolg eines bestimmten Projekts nicht von dem Projektleiter abhängig ist, machen Personen, die stärker zur Romantisierung von Führung neigen, ihre Entscheidung dennoch von den Erfolgsaussichten der Führungskraft abhängig. Die theoretischen und praktischen Implikationen z. B. für Führungskräftetrainings werden diskutiert.
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10

Hino, Kenta, and Hidetaka Aoki. "Romance of leadership and evaluation of organizational failure." Leadership & Organization Development Journal 34, no. 4 (June 7, 2013): 365–77. http://dx.doi.org/10.1108/lodj-08-2011-0079.

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SCHYNS, BIRGIT, and TIFFANY HANSBROUGH. "The Romance of Leadership Scale and Causal Attributions1." Journal of Applied Social Psychology 42, no. 8 (May 16, 2012): 1870–86. http://dx.doi.org/10.1111/j.1559-1816.2012.00922.x.

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Kang, Heekyung, and Kyoosang Choi. "How does a Leader Influence the Romance of Leadership?" Korean Academy Of Leadership 9, no. 4 (September 30, 2018): 91–109. http://dx.doi.org/10.22243/tklq.2018.9.4.91.

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13

Gray, Judy H., and Iain L. Densten. "How Leaders Woo Followers in the Romance of Leadership." Applied Psychology 56, no. 4 (October 2007): 558–81. http://dx.doi.org/10.1111/j.1464-0597.2007.00304.x.

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14

Meindl, James R., and Sanford B. Ehrlich. "The Romance of Leadership and The Evaluation of Organizational Performance." Academy of Management Journal 30, no. 1 (March 1987): 91–109. http://dx.doi.org/10.5465/255897.

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15

Meindl, J. R., and S. B. Ehrlich. "THE ROMANCE OF LEADERSHIP AND THE EVALUATION OF ORGANIZATIONAL PERFORMANCE." Academy of Management Journal 30, no. 1 (March 1, 1987): 91–109. http://dx.doi.org/10.2307/255897.

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Schyns, Birgit, James R. Meindl, and Marcel A. Croon. "The Romance of Leadership Scale: Cross-cultural Testing and Refinement." Leadership 3, no. 1 (February 2007): 29–46. http://dx.doi.org/10.1177/1742715007073063.

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17

Bligh, Michelle C., Jeffrey C. Kohles, Craig L. Pearce, Joseph E. (Gene) Justin, and John F. Stovall. "When the Romance is Over: Follower Perspectives of Aversive Leadership." Applied Psychology 56, no. 4 (October 2007): 528–57. http://dx.doi.org/10.1111/j.1464-0597.2007.00303.x.

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18

Raso, Rosanne. "How to handle workplace romance, foster interpersonal skills." Nursing Management (Springhouse) 39, no. 5 (May 2008): 56. http://dx.doi.org/10.1097/01.numa.0000318068.63963.36.

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19

Rathnayake, Chamil. "Romance of Leadership in the Public Sector Higher Education in Sri Lanka." International Journal of Public Administration 33, no. 7 (May 28, 2010): 390–401. http://dx.doi.org/10.1080/01900691003703761.

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20

Wagner, Stephen H. "Leadership and Responses to Organizational Crisis." Industrial and Organizational Psychology 6, no. 2 (June 2013): 140–44. http://dx.doi.org/10.1111/iops.12024.

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The tragic failure of Penn State University to effectively respond to years of child sex abuse perpetrated by Jerry Sandusky was both a breakdown of leaders and of leadership systems. Numerous individual leaders at Penn State had the knowledge, power, and interpersonal influence to effectively intervene in support of Jerry Sandusky's victims. However, fully understanding how this tragedy occurred also requires an examination of the organizational system of leadership that enabled each leader to rationalize the cover up of the sexual abuse of children. Alderfer's (2011) laws of embedded intergroup relations are useful for understanding the organizational dysfunction at Penn State; especially when those laws are integrated with other theories of organizational psychology, including the social identity maintenance theory of groupthink, the romance of leadership, and authentic leadership. The integration of these theories suggests specific strategies and tactics for preventing similar lapses of ethical behavior in the future through the development of leaders and leadership systems.
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21

Meindl, James R. "The romance of leadership as a follower-centric theory: A social constructionist approach." Leadership Quarterly 6, no. 3 (1995): 329–41. http://dx.doi.org/10.1016/1048-9843(95)90012-8.

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22

Shamir, Boas. "Attribution of Influence and Charisma to the Leader: The Romance of Leadership Revisited1." Journal of Applied Social Psychology 22, no. 5 (March 1992): 386–407. http://dx.doi.org/10.1111/j.1559-1816.1992.tb01546.x.

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23

Collinson, David, Owain Smolović Jones, and Keith Grint. "‘No More Heroes’: Critical Perspectives on Leadership Romanticism." Organization Studies 39, no. 11 (October 23, 2017): 1625–47. http://dx.doi.org/10.1177/0170840617727784.

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This paper revisits Meindl et al’s (1985) ‘romance of leadership’ thesis and extends these ideas in a number of inter-related ways. First, it argues that the thesis has sometimes been neglected and/or misinterpreted in subsequent studies. Second, the paper suggests that romanticism is a much broader and more historically rich term with wider implications for leadership studies than originally proposed. Arguing that romanticism stretches beyond leader attribution, we connect leadership theory to a more enduring and naturalistic tradition of romantic thought that has survived and evolved since the mid-18th century. Third, the paper demonstrates the contemporary relevance of the romanticism critique. It reveals how the study of leadership continues to be characterized by romanticizing tendencies in many of its most influential theories, illustrating this argument with reference to spiritual and authentic leadership theories, which only recognize positive engagement with leaders. Equally, the paper suggests that romanticism can shape conceptions not only of leaders, but also of followers, their agency and their (potential for) resistance. We conclude by discussing future possible research directions for the romanticism critique that extend well beyond its original focus on leader attribution to inform a broader critical approach to leadership studies.
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24

Bezio, Kristin MS. "From Rome to Tyre to London: Shakespeare’s Pericles, leadership, anti-absolutism, and English exceptionalism." Leadership 13, no. 1 (September 16, 2016): 48–63. http://dx.doi.org/10.1177/1742715016663753.

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Discussions on the nature of leadership—and, specifically, the nature of kingship or sovereignty—are ubiquitous to most historical overviews of leadership studies. This paper suggests that leadership studies would benefit from the use of complex literary and historical analyses, which can then be applied to aid in the understanding of appropriate modern-day corollaries. In particular, the paper presents an interrogation of Shakespeare’s late romance Pericles to examine how early moderns saw the development of proto-democratic ideals. In addition, this paper suggests that Pericles was an open critique of the Union between England and Scotland proposed by King James I in the early seventeenth century. To the early modern English, Union represented the abuse of royal prerogative and the potential loss of English national identity. Finally, the paper concludes by using Pericles and Union to examine the traditions and concerns facing the present-day United Kingdom in the immediate aftermath of the referendum to withdraw from the European Union.
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Knoll, Michael, Birgit Schyns, and Lars-Eric Petersen. "How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories." Journal of Leadership & Organizational Studies 24, no. 4 (April 29, 2017): 450–65. http://dx.doi.org/10.1177/1548051817705296.

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Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., implicit followership theories, IFTs) relate to employees’ tendency to comply with leader unethical suggestions. In Study 1, controlling for possible alternative explanations such as personal need for structure, romance of leadership, and moral disengagement, we found that the IFT Good Citizen increased and the IFT Insubordination decreased followers’ tendencies to contribute to unethical leadership. In Study 2, we varied the leader’s unethical suggestions to further investigate the conditions under which these effects occur and included authoritarianism as an additional control variable. Overall, our findings suggest that IFTs make a unique contribution to our understanding of the role of followers in unethical leadership, and that this contribution depends on the way leaders frame their unethical request. Interaction effects suggest that follower characteristics need to be considered as they are embedded in specific situational settings rather than as isolated traits.
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Kang, Hee Kyung, and Kyoo Sang Choi. "The Effects of Romance of Leadership on Followership and Organizational Efficacy - Moderating Effects of Organizational Identification -." Journal of Human Resource Management Research 25, no. 4 (November 30, 2018): 41–63. http://dx.doi.org/10.14396/jhrmr.2018.25.4.41.

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27

Schyns, Birgit, and Michelle C. Bligh. "Introduction to the Special Issue on the Romance of Leadership—In Memory of James R. Meindl." Applied Psychology 56, no. 4 (October 2007): 501–4. http://dx.doi.org/10.1111/j.1464-0597.2007.00301.x.

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28

Carsten, Melissa K., Michelle C. Bligh, Jeffrey C. Kohles, and Vienne Wing-Yan Lau. "A follower-centric approach to the 2016 US presidential election: Candidate rhetoric and follower attributions of charisma and effectiveness." Leadership 15, no. 2 (December 11, 2018): 179–204. http://dx.doi.org/10.1177/1742715018817930.

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The 2016 US Presidential Campaign was followed worldwide due to the dynamic nature of the candidates and the controversy surrounding them. This study takes a unique look at the candidacy of Donald Trump through the eyes of his followers. Using both qualitative data collected from campaign speeches and quantitative data collected from followers, our study examines (1) the positive/negative valence of the rhetoric used by both presidential candidates and (2) the relationship between follower characteristics, perceived threat of social groups, and attributions of charisma and effectiveness to Donald Trump. The results of this study suggest that Trump’s rhetoric was significantly more negative, hostile, and aggressive than Clinton’s. In addition, quantitative analyses show a direct relationship between followers’ attitudes toward gender and attributions of charisma and effectiveness to Trump. Finally, followers’ perceived threat of social groups mediated relationships between follower self-esteem, romance of leadership, gender attitudes, and attributions of charisma and effectiveness to Trump. Our results shed further light on the important role that follower characteristics and perceptions play in predicting social constructions of leadership and attributions of charisma. Implications for both organizations and scholars of leadership are discussed.
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29

Haslam, S. Alexander, Michael J. Platow, John C. Turner, Katherine J. Reynolds, Craig McGarty, Penelope J. Oakes, Susan Johnson, Michelle K. Ryan, and Kristine Veenstra. "Social Identity and the Romance of Leadership: The Importance of being Seen to be ‘Doing it for Us’." Group Processes & Intergroup Relations 4, no. 3 (July 2001): 191–205. http://dx.doi.org/10.1177/1368430201004003002.

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Kulich, Clara, Michelle K. Ryan, and S. Alexander Haslam. "Where is the Romance for Women Leaders? The Effects of Gender on Leadership Attributions and Performance-Based Pay." Applied Psychology 56, no. 4 (October 2007): 582–601. http://dx.doi.org/10.1111/j.1464-0597.2007.00305.x.

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31

Ladkin, Donna. "What Donald Trump’s response to COVID-19 teaches us: It’s time for our romance with leaders to end." Leadership 16, no. 3 (May 21, 2020): 273–78. http://dx.doi.org/10.1177/1742715020929134.

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This article challenges our collective focus on individual leaders such as Donald Trump especially during times of crisis such as the COVID-19 pandemic. It argues that such attention distracts us from larger systemic dynamics which are contributing to the severity of the pandemic in the US as well as obfuscating the influence of unelected parties whose interests are served by Trump’s actions. In light of these observations, rather than continuing to feed our romance with leaders, leadership scholars are encouraged to (1) expand their inquiries to interrogate the structural and societal forces which contribute to a situation’s outcomes and keep individuals in place as leaders and (2) pay greater attention to the irrational, primal dimensions at play in the relationship between leaders and those they lead.
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Hunt, James G. (Jerry), George Edward Stelluto, and Robert Hooijberg. "Toward new-wave organization creativity: Beyond romance and analogy in the relationship between orchestra-conductor leadership and musician creativity." Leadership Quarterly 15, no. 1 (February 2004): 145–62. http://dx.doi.org/10.1016/j.leaqua.2003.12.009.

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33

M., Sanjeev Kumar H. "Traversing the Romance of a Liberal International Order: The Democratic Peace Thesis and the Regional Security Problematique in South Asia." International Studies 57, no. 4 (October 2020): 344–60. http://dx.doi.org/10.1177/0020881720962959.

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The democratic peace hypothesis, which is embedded in the neo-Kantian romance of liberal cosmopolitan idealism, was framed in the spatiotemporal context of the Cold War bipolarity. Michael Doyle, who is one of its proponents, invoked the Kantian philosophical abstraction of ‘the perpetual peace’ by providing an intellectual defence and moral high ground for the values of the Liberal Capitalist world. In the post–Cold War setting, Francis Fukuyama re-casted the hypothesis and portrayed the triumph of liberal international order as ‘the end of history’. He attempted to reframe the democratic peace thesis, not only to celebrate liberal values as the normative exemplar for ordering a post–Cold War international system but also to provide an intellectual defence for the newly emerging space for American leadership in a post-hegemonic international system. This intellectual defence of the ethical supremacy of liberal idealism in the world, shaped by the leadership of the USA, was entrenched in the epistemological Imperialism of the West. Besides, it also reflected an exclusionary idea of the history of international relations that was heavily grounded in the chronology of the post-Westphalia international order. Situating ourselves in this framework, this article is an attempt to critique the epistemic foundations of the democratic peace hypothesis, by deconstructing its assertions in the geostrategic context of the regional security architecture in South Asia. The article criticizes the democratic peace thesis, using an analysis of the Kargil conflict (1999) between India and Pakistan, and by placing ourselves in the epistemological framework of the historical turn in international relations.
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Kim, Young Jun, Jung Yun Kim, and Kyung Ro Chang. "A Study on the Structural Relationship among College Athletes’ Romance of Leadership, Followership, Leader-Member Exchange(LMX), and Organizational Effectiveness." Korean Journal of Sport Management 25, no. 5 (October 31, 2020): 30–45. http://dx.doi.org/10.31308/kssm.25.5.3.

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35

Kelly, John. "Mobilisation and Class Struggle: A Reply to Gall." Historical Materialism 7, no. 1 (2000): 167–73. http://dx.doi.org/10.1163/156920600100414678.

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AbstractWhen I began writing Rethinking Industrial Relations: Mobilization, Collectivism and Long Waves during the mid-1990s, die leadership of die British trade-union movement had already begun its romance with the class-collaborationist ideology of ‘social partnership’, successor to the ‘new realism’ of the 1980s. The Labour Party leadership was already moving to the right and was well on the road to consummating its marriage with neoliberalism, epitomised most starkly by Tony Blair's positive endorsement of two decades of Conservative anti-trade-union law. What remained of the world Communist movement was still reeling from the earth-shattering events of 1989. These developments exerted a growing influence amongst the intellectual community which studies ‘industrial relations’ (employment relations might now be a more appropriate term). Both in Britain and the US, the intellectual agenda shifted towards labour flexibility and competitiveness, variously represented in the literature as the study of labour-management ‘co-operation’, ‘social partnership’ or ‘human resource management1. Rethinking Industrial Relations was a re-assertion of the continuing relevance of Marxist theory at a time when it had become distinctly unfashionable, and it is fitting that the extended review in a recent issue of this journal should have been written by another Marxist active in the field of industrial relations.
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Mohammad, Jihad, Farzana Quoquab, Norsyila Bt Rashid, Nur Azlina Bt Rashid, Fazilah Bt Osman, and Wan Muhammad Hamka Wan Shamsudin. "I’ll do whatever I want … who are you to prohibit me? A tattle tale of workplace deviance." Emerald Emerging Markets Case Studies 8, no. 1 (March 27, 2018): 1–14. http://dx.doi.org/10.1108/eemcs-06-2016-0124.

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Subject area This case can be used in teaching business ethics, organizational behaviour and human resource management. More specifically, romance in the workplace, discrimination, absenteeism, sneaking and cyberloafing in the workplace. Study level/applicability This case can be used for both undergraduate and postgraduate students particularly for business ethics, organizational behaviour, human resource management and leadership courses. Students/participants are challenged to identify the major issue in the case and help the decision maker to make a decision. Case overview This case demonstrates the unethical behaviour of Natacha and Noman Ali. Natacha refused to comply with the company’s code of conduct and breached the company’s rules and regulations. Natacha used the company’s resources to carry out her personal business and also cheated on her attendance records, and the Director of Enforcement and the Inspectorate Division, Noman, continued to back and support her. Madam Siti Hajar had consulted and advised her many times, but Natacha did not pay attention to her advice. Madam Siti was in a dilemma: whether to report this unethical situation to the top management or to tolerate this situation and remain silent. Expected learning outcomes Expected learning outcomes are as follows: to identify and describe major issues related to workplace unethical behaviour; to provide examples of the concepts of commitment, dedication, fairness, discrimination and ethical leadership; to identify and analyse individual and organizational factors that may affect individuals’ unethical behaviour; to instruct students of the scientific methods involved in making decisions; and. to help students to think thoroughly, deeply and critically to make decisions that can solve the problem at hand. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.
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NICULAE, Silviu-Daniel. "DECLARATION OF WAR BY BULGARIA AGAINST ROMANIA ON 1 SEPTEMBER 1916. TURTUCAIA AND ITS IMPACT ON ROMANIAN MILITARY LEADERSHIP." SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE 18, no. 2 (June 24, 2016): 625–28. http://dx.doi.org/10.19062/2247-3173.2016.18.2.20.

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38

Levchyk, Nadiia L. "Poetical World of Borys Hrinchenko." Слово і Час, no. 12 (December 20, 2019): 33–43. http://dx.doi.org/10.33608/0236-1477.2019.12.33-43.

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The paper focuses on the fi gurative, style, and genre characteristics of B. Hrinchenko’s poetry. Three stages have been distinguished: early poetry of the 1880s, poems of the 1890s, and those of the1900s. The fi rst period is marked by a thematic and formal imitation of T. Shevchenko, I. Manzhura, V. Zabila, etc., and yet the originality of poetic talent, attested by the poems “The Tiller”, “Sad Views”, and others, is evident. In terms of genre and style, the civic poetry prevails, in which the leading motive is work, sometimes interpreted as commitment to the benefit of others (1880s), and sometimes as an immanent internal need of an individual (1900s). The researcher traces the dynamics of the lyric hero, being defi ned mostly by the moral imperative. In B. Hrinchenko’s poetry of the late 1890s, philosophy and sensuality deepened, and as a consequence the lyrical hero changed; the strong-willed personality with a neo-romantic outlook emerges. The topicality of neo-romantic ideas for the poet is indicated by the interpretation of the motive of spiritual leadership, as a feature that characterizes someone who is able to elevate others to his level. The syncretism of the types of artistic understanding of reality is evident in Hrinchenko’s poems. The poems of the 1880s and 1890s were dominated by the positivist worldview, and the poetry at the turn of the century was rather focused on the subjective and emotional, neo-romantic perception of the world, although not devoid of the ‘two worlds’ concept of the late romanticism. Meditative and epical lyrics noticeably prevail in Hrinchenko’s genre system, due both to the thematic material and the focus on the reader. The most frequent were reflection, appeal, invective, and song genres, mainly romance, for example “The Soul is Burning, and the Heart is Singing.” Knowledge of folklore, interest in the Cossack era and the history of the Cossack state gave Hrinchenko material for his works; he wrote about twenty poems interpreting the history of Ukraine.
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39

GRIM, FRÉDÉRIQUE. "The topics and roles of the situational code-switching of an English-French bilingual." Journal of French Language Studies 18, no. 2 (July 2008): 189–208. http://dx.doi.org/10.1017/s0959269508003268.

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ABSTRACTMost studies of child bilingualism (Döpke, 1992; Fantini, 1985; Genishi, 1999; Gumperz, 1977, 1982; McClure, 1977; Myers-Scotton, 1993a; Romaine, 1994) concern children raised in a bilingual language community. The present study concerns a four-year-old child in an English-speaking community raised in an environment where his mother only spoke French to him. Two questions were raised: Can a child raised by a non-native parent produce situational code-switching triggered by topic changes? Are there additional topics or roles to add to the previous literature that trigger a young English-French bilingual child to code-switch? The data in this study showed that the child produced situational code-switching. Two novel hypotheses for code-switching were also found: leadership and expression of emotions and sensations. This case-study is important for the field of code-switching in the environment of a non-native parent raising a child in a second language.
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40

Rizzi, Silvana, Laia Arnaus Gil, Valentina Repetto, Jasmin Geveler, and Natascha Müller. "Adjective placement in bilingual Romance-German and Romance-Romance children." Studia Linguistica 67, no. 1 (March 22, 2013): 123–47. http://dx.doi.org/10.1111/stul.12009.

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41

Stone, Ruth. "Romance." Feminist Studies 25, no. 3 (1999): 667. http://dx.doi.org/10.2307/3178666.

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42

Bernstein, Charles. "Romance." boundary 2 14, no. 1/2 (1985): 89. http://dx.doi.org/10.2307/303502.

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43

Acebal, Luis. "Romance." Glimpse 15 (2014): 7–12. http://dx.doi.org/10.5840/glimpse2014153.

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44

Hillman, Richard. "The Tempestas Romance and Anti-Romance." University of Toronto Quarterly 55, no. 2 (January 1986): 141–60. http://dx.doi.org/10.3138/utq.55.2.141.

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45

Hansik Kim. "Father's Return, Modern Romance Family Romance." DONAM OHMUNHAK 32, no. ll (December 2017): 7–29. http://dx.doi.org/10.17056/donam.2017.32..7.

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46

O’Mahony, Lauren. "Australian rural romance as feminist romance?" Australasian Journal of Popular Culture 3, no. 3 (September 1, 2014): 285–98. http://dx.doi.org/10.1386/ajpc.3.3.285_1.

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47

Toops, Gary Howard. "Romance Objects: Transitivity in Romance Languages (review)." Language 82, no. 2 (2006): 455–56. http://dx.doi.org/10.1353/lan.2006.0111.

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48

Fink, Thomas, and Eileen Tabios. "My Romance." MELUS 29, no. 1 (2004): 309. http://dx.doi.org/10.2307/4141811.

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49

Hunt, Tony, and Roger Middleton. "Arthurian Romance." Modern Language Review 89, no. 3 (July 1994): 755. http://dx.doi.org/10.2307/3735172.

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50

Yglesias, Helen, and Linda Donelson. "True Romance." Women's Review of Books 15, no. 12 (September 1998): 13. http://dx.doi.org/10.2307/4023044.

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