Leadership in Hypercrisis: Leading in the Face of a Shaken Culture

By Patrick G. Maggitti, Villanova School of Business, Villanova University; Holly Slay, Albers School of Business and Economics, Seattle University; and Kevin D. Clark, Villanova School of Business, Villanova University

In this paper, we coin the term "hypercrisis" to denote an extreme form of crisis that threatens the very being of an organization or society. The purpose of our paper is threefold: (1) to describe the type of hypercrises that can shake an organization to the core; (2) to provide examples of both effective and ineffective leader behavior in the face of such a crisis; and (3) to recommend behaviors a successful leader might employ when faced with situations beyond crisis.

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p. 48

By Charles D. Kerns, Graziado School of Business and Management, Pepperdine University

The key element of being able to do what one does best at work can enhance employee engagement, performance and well-being. Both on empirical and intuitive grounds, having leaders and their people pay attention to their strengths and incorporate their strengths into performance at work is good business.

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p. 68

An Opportunity for Service

By Stephen Rivera, CMC '10

This personal account of an opportunity for service poignantly illustrates how individual efforts can lead the way to the greater good. Stephen "Drew" Rivera stepped out of his comfort zone to see the difference one person can make.

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p. 82

Emergence of the Entrepreneurial Society

Original Publication by David B. Audretsch
In Business Horizons

Synopsis by Benjamin Forster, CMC '11

Audretsch suggests that just as foreign economies caught up to the U.S. in the managed economy, so may they catch up to the U.S. in the entrepreneurial society. Amidst the current economic crisis, the author says, the U.S. must commit itself to entrepreneurship both to maintain economic growth and its position as a global economic leader.

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p. 84