Killing a sustainable enterprise: A not so fictional case

2016-10-25T12:25:16+00:00

Bergsteiner, H. & Avery, G.C. 2006. Killing a sustainable enterprise: A not so fictional case. International Journal of Environmental, Cultural, Economic and Social Sustainability, 2, 95-105. Abstract Nineteen “Rhineland” leadership practices are contrasted with less sustainable “Anglo/US” leadership practices. Key differentiators are identified to show how a well-performing Rhineland enterprise can be destroyed by implementing [...]

Multiple accountability relationships matrix: A hospital setting

2016-10-25T12:25:16+00:00

Bergsteiner, H. & Avery. G.C. 2006. Multiple accountability relationships matrix: A hospital setting. Journal of Business & Economics Research, 4(3), 1-7. Abstract Individuals, groups and organizations are subject to multiple accountability pressures that are often overlooked in analyzing accountability relationships. The shortcomings of two schemata for classifying and depicting multiple accountability relationships are addressed to [...]

Follower effects in the visionary leadership process

2016-10-25T12:25:16+00:00

Kantabutra, S. & Avery, G.C. 2006. Follower effects in the visionary leadership process. Journal of Business & Economics Research, 4(5), 57-65. Abstract This study examined relationships between followers’ use of their leader’s vision and their own emotional commitment to the vision, and associated organizational performance in retail stores, exploring the rarely investigated follower role in [...]

Investigating relationships between vision components and hospital ward performance: Proposed model

2016-10-25T12:25:16+00:00

Kantabutra, S. & Avery, G.C. 2003. Investigating relationships between vision components and hospital ward performance: Proposed model. International Business & Economics Research Journal, 2(1), 1-8.   Abstract Surprisingly little research has been conducted on what constitutes an “effective” vision, and yet leaders are widely exhorted to employ visions. A research model is proposed for investigating [...]

Effective visions: Components and realization factors

2016-10-25T12:25:16+00:00

Kantabutra, S. & Avery, G.C. 2002. Effective visions: Components and realization factors. SASIN Journal of Management, 8(1), 33-49.   Abstract Though vision is emphasized as the starting point of an organization's transformation, surprisingly little research has been done on what constitutes an "effective" vision. This article addresses this critical gap, and reviews the theoretical literature [...]

Proposed model for investigating relationships between vision components and business unit performance

2016-10-25T12:25:16+00:00

Kantabutra, S. & Avery, G.C. 2002. Proposed model for investigating relationships between vision components and business unit performance. Journal of Australian New Zealand Academy of Management, 8, 22-39.   JMO is published by Cambridge University Press since 2013. From 2006-2012, JMO was published by eContent Management.    

Applying situational leadership in Australia

2016-10-25T12:25:16+00:00

Avery, G.C. & Ryan, J. 2002. Applying situational leadership in Australia. Journal of Management Development, 21(4), 242-262 Abstract Situational leadership (SL) remains highly popular among practitioners, despite considerable academic criticism, lack of theoretical debate, and relatively little published research into SL. We interviewed practicing managers trained in SL about their experiences in applying the model. [...]

Situational leadership preferences in Australia: Congruity, flexibility and effectiveness

2016-10-25T12:25:16+00:00

Avery, G.C. 2001. Situational leadership preferences in Australia: Congruity, flexibility and effectiveness. Leadership & Organization Development Journal, 22(1), 11-21. Abstract Australian managers’ preferences for situational leadership styles and perceived effectiveness were compared, using both “self” and “other” ratings on Blanchard’s latest model. Overall, supervisors and senior/middle managers preferred supportive styles, and avoided delegating and directing. [...]

The environment is free: The quality analogy

2016-10-25T12:25:16+00:00

Chandrashekar, A., Dougless, T. & Avery, G.C.  1999. The environment is free: The quality analogy. Journal of Quality Management, 4(1), 123-143. Abstract This paper argues that quality improvement approaches can be applied in the environmental context. Although environmental issues can occasionally negatively impact an organization's core business, most environmental programs, if properly channeled, can lead [...]