Essence of shared vision: Empirical investigation.

New Zealand Journal of Human Resources Management. Vol. 5

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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 on what leaders do to realize their visions. Vision components refer to the attributes and content hypothesized to make a vision effective. Vision attributes refer to brevity, clarity, abstractness, challenge, future orientation, stability, and desirability or ability to inspire, while vision content is determined by each leader’s strategy for his organization.

Vision realization factors include strategy and planning, acquiring support, communication, organizational alignment, empowerment, and motivation. A set of propositions about relationships between vision components and realization factors, and business performance are developed, and future research directions and implications for managers are discussed.

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. SL appealed to the managers because of its intuitive simplicity, ease of use, and perceived relevance to managerial roles. SL can be applied consciously (with deliberation) or automatically.

Contrary to expectations, practitioners did not report difficulty in assessing follower developmental levels. While respondents were aware that they needed to use all four SL styles in managing their people, consistent with previous research, these Australian managers preferred using supportive styles, and some went to considerable lengths to avoid being directive. The intercultural applicability of SL is questioned, and directions for further research into some of the hypotheses generated by this study are proposed.

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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 to both improved profitability and increased social responsibility. It is argued that time-proven techniques that have helped reduce quality costs and improve market share can provide similar results when applied to many environmental problems.

Techniques based on the Total Quality Environmental Management (TQEM) philosophy (which is based on integrating Total Quality Management (TQM) methods and environmental management methods) are already being used by many organizations. This paper builds upon the TQEM concept (which emphasizes four basic elements: customer identification, continuous improvement, do the job right the first time and a systems approach to work) by showing how other principles used in quality management can also be applied to environmental management. The issues are then illustrated through a case study of a leading German manufacturer, Bosch-Siemens Hausgeräte GmbH.

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