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 ISSN: 1539-6363           
Issue: Fall 2002
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A Tale of Two Crises
By William K. Black, LBJ School of Public Affairs, University of Texas at Austin Visiting Scholar, Markkula Center for Applied Ethics, Santa Clara University
During the 1980’s both the United States and Japan suffered major financial crises. The United States endured the collapse of the savings and loan industry and Japan experienced hyper inflationary “bubbles” in its stock and real estate markets. One of the reasons the Japanese financial crisis proved so much more severe than the contemporaneous U.S. savings and loan debacle was the quality of leadership in the financial regulatory ranks in the two countries.
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Conceptualizing Leadership With Respect To Its Historical-Contextual Antecedents To Power
Original Publication by Raymond D. Gordon in Leadership Quarterly, Elsevier Science Inc., Vol 13, Issue 2, April 2002, 151-167.
Synopsis by Barbara Ascher, Leadership Review editor, Kravis Leadership Institute, Claremont McKenna College
What happens when a corporation, organization, or institution moves from a hierarchical organizational plan with ordered boundaries of power, to a flatter plan in which power is shared? Is it that easy to share power?
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The Challenge of Leadership Accountability for Integrity Capacity as a Strategic Asset
Original Publication by Joseph A. Petrick and John F. Quinn in Journal of Business Ethics, Volume 34, Issue 3/4, December 2001, Pages 331-343, Dordrecht
Synopsis by Petrick and Quinn with contributions by Adele Bergstrom (CMC ’05), Leadership Review Assistant, Kravis Leadership Institute, Claremont McKenna College
What does it take to lead a company in today’s hyper-competitive business world while still maintaining integrity? How can the drive for profits and ethics coexist?
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