Cam Caldwell
Cam Caldwell
I have just begun writing a new book for Edward Elgar Publishing about the UN Sustainability Goals.
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Introduction
Cam Caldwell, Dima Rachid Jamali, and Verl Anderson have just written Quiet Quitting: The Leader's Role. This book is being published by Edward Elgar Publishing and is currently "In Press."
Publications
Publications (494)
This paper is a summary of Covenantal Leadership (CovL), a leadership model developed by Moses Pava. It explains the key defining characteristics of CovL and the paths by which leaders can incorporate this highly ethical leadership model. The paper also describes the key roles of CovL as teacher, servant, exemplar, steward, meaning seeker, and empo...
The Association for the Advancement of Collegiate Schools of Business (AACSB) has long been considered the gold standard for business school accreditation. This paper identifies why the AACSB accreditation process has deteriorated to the point where it has become either a fraudulent or an incompetent measure of business education excellence. The pa...
The focus of this paper is on the context of selection and testing for organizational leaders in the 21st century and the reasons why so many organizations seem to be unsuccessful in selecting and retaining effective leaders, managers, and supervisors. The paper begins by identifying five major problems why organizations are predictably so incapabl...
This article is a book review of Culture Shock, a book by Gallup Press about the context of the new work world and the elements of the Gallup Path. The book summarizes the importance of employee engagement, the role of managers in contributing to work world success, and the suggested steps of Gallup Research to improve organizational results.
Sustainable leadership is defined and for different perspectives of ethical leader behavior are described with examples from leaders who epitomize immoral, amoral, moral, and virtuous behavior. These four ethical perspectives make up the virtuous continuum of leader behavior.
The focus of this chapter is on the ethical and moral responsibilities of leaders and the relationship between their moral obligations and successful organizational development efforts. We begin the chapter by explaining the concept of ethical stewardship and identifying why leaders have five complexly related levels of ethical obligations as they...
Because this intrapersonal level of analysis affects interpersonal, group and organizational, community, and societal relationships of every type, it is appropriately the beginning point for understanding organizational development. For that reason, we focus this chapter on understanding how each individual can become more consciously aware of her...
The purpose of this chapter is to identify the importance of leading change as a key element of organizational development and to provide leaders and organizations with insights into the change process. The chapter begins by identifying the context for change in the 21st century and providing insights from change experts about the importance of lea...
In this chapter we explain the need for OD in international organizations and identify five significant reasons why international organizational development is often difficult to achieve. Following that explanation, we then explain the cultural challenges identified by Dutch scholar, Geert Hofstede, in his study of international cultural difference...
The focus of this chapter is on understanding the nature of motivation. We begin by defining the nature of motivation and the factors that make it optimally effective. Following that introduction, we describe twelve widely accepted motivational theories and briefly explain how they influence individuals. We then offer seven insights for individuals...
The focus of this chapter is on understanding the nature of power and its accompanying attributes as leaders and organizations strive to accomplish their goals. We begin by explaining the nature of power in its various forms. We then identify seven important ways that those who lead organizations can enhance their ability to be effective in working...
Despite the exponential increase in the use of workplace technology, communication and collaboration problems continue to be major areas of organization dysfunction and are often cited as primary causes of workplace failures. Understanding the challenges associated with communicating effectively in the modern organization is critical to improving o...
The focus of this chapter is on the important quality of Self-Leadership (SL), the ability of leaders to understand and to discipline themselves as they refine the qualities of leadership that enable them to successfully develop organizations and earn the commitment of others as they strive to achieve their goals. The chapter begins by defining SL,...
The focus of this chapter is on describing the characteristics of the six generational cohorts and identifying the values that are frequently found in each of those generational groups. We begin by defining each of the cohort groups and describing the factors that have influenced their unique perspectives about the nature of work. The chapter then...
We begin the paper by reviewing the current literature about employee
well-being and cite five factors that have undermined organizations’ ability to
motivate today’s employees and reduce their commitment to their work. We
then suggest eight recommendations for organization leaders to incorporate as
they strive to counterbalance the alarming trends...
The focus of this chapter is on explaining how teams can be optimally effective in contributing to an organization’s success. We begin the chapter by identifying ten important factors that enable teams to be most successful in accomplishing their purposes. We then identify twelve common mistakes that are made in creating teams and explain how those...
The focus of this chapter is on the importance of aligning the strategy and structure of organizations in the pursuit of optimal long-term achievement. The chapter begins by explaining the strategic objectives of modern organizations in today’s increasingly complex global context. We then explain how an organization’s structure, and the impact of t...
The focus of this chapter is on the processes by which organizations and individuals make decisions in managing change and in developing the capabilities of their organization members. The chapter begins by reviewing classic stages in the decision-making process that are a part of the established model applicable for leaders in every organization....
The focus of this chapter is on helping leaders and organizations to understand the nature of DEI and the barriers that make adopting its principles so difficult. We begin the chapter by defining diversity, equity, and inclusion and identify how those concepts can benefit organizations in their quest for improved performance. We then identify eleve...
Stephen Ro Covey, one of Time Magazine's most influential people of the 20th Century, emphasized the importance of Win-Win relationships as the key to collaborative problem solving and to strengthening relationships. This Win-Win perspective seeks to optimally benefit both parties in a relationship and demonstrates a commitment to the welfare of ot...
The focus of this chapter is on identifying how organization leaders fail
to earn the engagement, trust, and commitment of their employees – a
phenomenon that occurs so commonly that more than three-fourths of all
employees worldwide describe themselves as not fully engaged at work and
nearly one-fifth of all employees describe themselves as negati...
The purpose of this chapter is to present a logical and comprehensive strategic alternative to the traditional “command and control” approach to governing that no longer seems relevant in engaging today’s employees. This chapter identifies action steps that provide a far more effective agenda for building employee commitment than current methods th...
The focus of this chapter is on the key strategic factors of accountability for TMTs as they strive for the success of their organizations. We begin the chapter by reviewing seven standards of accountability for TMTs and identifying the contribution of each of these standards in creating thriving organizations with committed employees. We then revi...
The purpose of this chapter is to identify how leaders, managers, and supervisors can motivate and engage quiet quitting employees by adopting a Transformative Leadership approach in establishing relationships with individual employees. We begin the chapter by identifying ten relationship-based factors that undermine the commitment of employees in...
The focus of this chapter is on explaining the process by which individual employees make the often-subconscious decisions to limit their personal investment in their jobs and to clarify how actions by leaders frequently undermine employee commitment. We integrate within the chapter both the Theory of Reasoned Action and Justice Theory in examining...
The purpose of this chapter is to identify how leaders and organizations can most effectively utilize HRM to enable individuals and organizations to flourish – a challenging task in a world where trust in leaders has badly deteriorated and organizations are struggling to obtain high levels of employee commitment. The chapter begins by reviewing sev...
The focus of this chapter is on understanding the factors which can either continue the trends that have led to Quiet Quitting or reshape the ways in which organizations interact with their employees. We identify ten factors that influence organizational leadership and note that business practitioners, academic institutions, and accrediting regulat...
The purpose of this chapter is to lay the foundation for helping business leaders, scholars, and future employees to understand the nature of Quiet Quitting and the characteristics of Generation Z -- the new employees who are most prone to engage in withholding their commitment at work. It is by understanding the nature of Quiet Quitting that leade...
The focus of this chapter is on explaining the nature of the identity and its importance in empowering employees in the modern organization. We begin the chapter by focusing on each person’s identity as an opportunity for achieving personal excellence and self-regard. We place the identity in context with personal humility as a means of achieving i...
The focus of this chapter is to provide insights as to why employees choose to be quiet quitters and to identify the root causes of leaders’ failure to engage and motivate their employees. The chapter begins by reviewing the qualities of employees who are fully engaged at work and identifying what employees are seeking from their jobs and careers....
Objective: Applying thirteen elements of employee engagement to engaging business faculty, this paper explains how engaging faculty contributes to improved student success and increased trust.Methods: The paper explains the nature of engagement and its critical importance as a relationship-based means of motivating interpersonal commitment and perf...
The focus of this paper is on the need for organizations to address the failures of ineffective leadership by adopting a transformative leadership perspective and incorporating seven roles of a Life Coach to encourage, support, and assist employees as they guide them in achieving organizational objectives and excelling personally and professionally...
The focus of this paper is on the need for organizations to address the failures of ineffective leadership by adopting a transformative leadership perspective and incorporating seven roles of a Life Coach to encourage, support, and assist employees as they guide them in achieving organizational objectives and excelling personally and professionally...
one of Time Magazine's most influential people of the 20 th Century, emphasized the importance of Win-Win relationships as the key to collaborative problem solving and to strengthening relationships 1. This Win-Win perspective seeks to optimally benefit both parties in a relationship and demonstrates a commitment to the welfare of others, rather th...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
Quiet Quitting has become a buzzword in the work world and in academia in the wake of worldwide employees’ reluctance to be dedicated to employers who treat them as commodities rather than as valued partners. Despite growing evidence that this withholding of commitment is a detriment to themselves, to their employers, and to society, the evidence f...
The purpose of this chapter is to identify the important role of service and its importance in influencing the lives of others. The chapter begins by identifying the importance of service as a fundamental quality of great leadership. Following that summary, the chapter then identifies the consequences when leaders choose self-interest over service...
The focus of this chapter is on introducing the important role of leaders and leadership in touching the lives of others – both in positive and in negative ways. After identifying four important factors associated with leadership, the chapter will then briefly summarize the content of the nine remaining chapters of this book so that readers interes...
The purpose of this chapter is to examine the advantages of the feminine leadership style, acknowledging in advance that there is no definitive leadership approach that applies to every woman. Acknowledging that there is often as much or more difference in leadership characteristics among women than there is between men and women, this chapter iden...
The purpose of this chapter is to address the importance of social responsibility as a leadership obligation. The chapter begins by briefly summarizing five theories of organizational governance and distinguishing their varying perspectives about the leader’s role. After providing this overview, the chapter then describes the actions of two differe...
The focus of this chapter is on the vital role of leaders in serving others, developing others’ capacity as leaders themselves, and utilizing those skills to effectively benefit their organizations. The chapter begins by identifying seven important ways in which effective leaders are able to develop the abilities of those with whom they work. Follo...
The focus of this chapter is on explaining the significance of integrity as a leadership quality and to present two contrasting examples of leaders. One leader has been known for his great integrity. The lack of personal integrity of the other leader resulted in his personal disgrace, the loss of millions of investor dollars, and the individual ult...
The focus of this chapter is on the precise nature of generosity as a leadership quality. The chapter begins by defining generosity and citing six ways in which a leader’s generosity positively influences others in organizations. The chapter then contrasts personal generosity with greed – the antithesis of a generous heart. Citing the inspiring exa...
The focus of this book is on the management of performance in business and in every other area of society in the 21st century. This introductory chapter begins by defining what is included in the difficult journey to effective performance management – and by so doing we lay the foundation for the chapters that follow. Although each of the chapters...
The focus of this chapter is on increasing the understanding of seven factors associated with personal improvement and to utilize that insight to help individuals to improve their ability to become the best persons that they can be. By having a clearer understanding of oneself, each person is more capable of living a life that is consistent with he...
The purpose of this chapter is to examine the complex nature of moral leadership and the role of the leader as an ethical steward. After identifying the high standards of stewardship, the chapter then identifies the characteristics of organizational leaders who seem to lack this vital leadership quality. Citing the example of S. Truett, Cathy, foun...
The purpose of this chapter is to identify the factors that are vital to lead individuals and organizations in the change process. After identifying those key variables, the barriers to change that leaders face are then described. The leadership role of Darwin Smith, Chief Executive Officer (CEO), in guiding the change at Kimberly-Clark is cited as...
The purpose of this chapter is to explain the importance of performance budgeting as a powerful tool to help organizations to improve their performance management capacity, improve the quality of products and services that they deliver, and increase both the efficiency and effectiveness of their organizations. We begin the chapter by citing experts...
The focus of this chapter is on explaining how Positive Leadership (PL) adds value to organizations by increasing positive deviance and creating an organizational environment in which employees can flourish and thrive. We begin the chapter by defining PL and explaining the factors upon which this relatively new approach to leading organizations is...
The focus of this chapter is on integrating the insights of Peter Drucker about managing oneself. Drucker is one of the world’s most highly regarded management experts. We compare Drucker’s ideas about personal improvement with related principles that have been identified by other prominent experts and that complement Drucker’s thinking. The chapte...
The focus of this chapter is on the importance of a leader’s personal self-management as the critical factor in achieving outstanding organizational performance. We begin the chapter by identifying seven principles that contribute to effective personal self-management and explain why those principles make a significant difference in a leader’s abil...
The focus of this chapter is on identifying the keys to performance coaching as a means whereby leaders and organizations can improve employee performance, increase engagement and personal ownership, and establish an organizational culture that builds employee commitment. We begin the chapter by defining performance coaching and distinguishing empl...
The focus of this chapter is about clarifying how management and leadership combine to contribute to achieving outstanding performance. We begin the chapter by providing basic definitions that distinguish management and leadership – emphasizing within those definitions the vital roles of each concept in producing results that do more than simply me...
Deming, known by many as "The Father of Quality Management" explained that the problems involved in measuring performance were multi-faceted but often not fully understood 1. In his "14 Points" of quality improvement, Deming explained many of the root cause issues associated with improving organization performance 2 , and his insights align with th...
The focus of this chapter is on the nature of an organization’s responsibility as corporate citizens in modern society and the factors that impact a company’s ability to make a contribution to resolving present and future societal problems. We begin the chapter by identifying seven significant problems facing the modern world and enumerating the co...
In his highly regarded book about the importance of becoming one's best self, Harvard University's Clayton M. Christensen and colleagues posed the powerful question, "How will you measure your life? 1 " The answer to that question is ultimately achieved by determining the standards and principles by which one will govern life's decisions and then h...
Diversity, equity, and inclusion have been topics of increasing interest as many organizations give lip service to the
importance of treating employees fairly. In this paper we expand the discussion of justice - noting that equity is only
one of twelve justice-based elements and clarifying why all twelve of those elements are essential in increasin...
The failures of leaders in the 21st century have reached crisis proportions, as evidenced by the alarming trends of "Quiet Quitting" and "The Great Resignation" (Jamali & Caldwell, 2023). Beck and Harter (2023) reported that 82% of people promoted to positions of leadership were the wrong individuals and 58% of employees in a 2018 survey indicated...
Business Ethics, while often called an oxymoron, is critically important in establishing trust in organizations -- both within the organization and with outside stakeholders. This chapter provides insights into the nature of business ethics and stresses why it is so important. The chapter also provides a brief summary of the remaining chapters of t...
Traditional leadership philosophies often suggest that leaders should maintain an arms-length impersonal relationship with their employees. The Ethic of Friendship, introduced in this chapter, takes a more personal approach to the leader-follower relationship and suggests that the most effective leaders demonstrate an authentic caring toward employ...
Moral leadership enables those who lead to honor duties that they owe to society and to stakeholders. Transformative Philosophy is a perspective about the duties owed in a world which asks leaders to fulfill those duties. The elements of Transformative Philosophy and its implications for leaders are explained and those who lead are challenged to ad...
For leaders to earn the trust, commitment, and followership of others, they must demonstrate the character and integrity that merits the right to lead. By explaining the importance of ethics and its relationship to leadership, this chapter provides insights for leaders who seek to honor their ethical obligations.
Spiritual Intelligence is the guiding and directing force for Physical Intelligence, Mental Intelligence, and Emotional Intelligence. The nature of Spiritual Intelligence as an ethical foundation for leaders and for personal decision making is explained and a challenge is issued to incorporate ethical principles in establishing healthy and effectiv...
Spiritual Intelligence as the guiding influence that interacts with Physical, Mental, and Emotional Intelligences hss increasingly been recognized as the factor that enables leaders and organizations to unlock the potential of employees and enrich organizations by enabling employees to find their voice. In this paper we explain the nature of the fo...
Motivation explains what we do and why we do it. Understanding the underlying reasons for our actions is a fundamental part of self-mastery and improving ourselves. This chapter explains the basic nature of human motivation and its role in the self-discovery process. It then briefly summarizes the chapters that follow.
Understanding others and why they behave as they do enables leaders to improve their ability to both serve others and to motivate them in positive ways. This chapter identifies the important role of twelve separate motivational theories and how those theories impact human behaviors.
In a worldwide work environment where 50% of employees have self-described as unwilling to go the extra mile to contribute their very best and to pursue personal excellence, the quest to thrive and flourish may seem to be irelevant for many employees. Despite the attitudes of a large portion of the work force, there is undeniable value in striving...
The process of decision-making and problem solving is often ineffective because leaders and organizations fail to collaborate to pursue options that positively benefit all parties. This paper identifies five decision-making alternatives and describes their characteristics. It emphasizes the importance of the Win-Win decision philosophy advocated by...
This paper and this special edition focus on issues associated with the importance of applied business research and the problems that need to be addressed in a business world that is struggling to deal with the forces of change. The challenges that leaders and organizations are facing to compete, survive, and flourish in the global marketplace have...
The focus of this chapter is on exploring the nature of healthy self-love and in understanding its significance in establishing relationships with others. Citing insights from scholars in several disciplines, we identify twelve important qualities associated with self-love and clarify how each of those qualities impacts the ability to fully love ot...
This chapter begins by briefly explaining the definitions of terms that will frequently be found within this book. We define leaders, leadership, and love as essential terms in the lexicon about ‘leading with love.” By explaining these terms, we set the stage for understanding why leading with love has grown to become a valued principle of effectiv...
Transformative Leadership is a relatively new leadership model that integrates ethical elements of six other respected leadership perspectives. The chapter identifies how each of these perspectives of Transformative Leadership reflect the leader's love for others.
"Splaining" or the dysfunctional process of self-justifying communication is described in this paper and ten common examples are briefly described. The paper identifies how and why "splaining" undermines the trust and commitment of others.
Schools of business have the opportunity to increase their contribution to the success of their students and the employers of those students. This paper introduces a special edition on social justice and identifies opportunities for business schools, administrators, faculty, and accrediting bodies to honor their moral obligations.
Questions
Questions (25)
Colleagues:
I have recently been invited to be Guest Editor of two special editions of Business and Management Research which will come out in Fall 2023. The topics covered in the two editions are "Social Issues in Management" and "Applied Business Research." Both topics were featured as research priorities by the AACSB in their recent accreditation meetings.
If you would like to submit a paper for either of these special editions, kindly contact me by July 15, 2023 at cam.caldwell@gmail.com and your paper will be given thorough consideration. I look forward to receiving your papers.
Cordially,
Cam Caldwell
Colleagues:
I know that many schools are interested in providing the students (and even faculty) from their country with the opportunity to obtain a Doctor of Business Administration Degree. Would you be interested in partnering with another school in making such an online program available through your school -- with profits shared? The courses would all be taught by AACSB-accredited "Scholarly Academics."
Cam Caldwell
