LeaderLab Quarterly

Volume 1, Issue 2 (Summer 2010)
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  • The Future of Doing Good Lakeisha McKnight
  • Competition has increased. The non-profit environment has changed, causing companies within the non-profit industry to think and plan strategically about how they will help their organizations thrive and succeed. This article provides non-profit organizations with five future trends that will affect their ability to remain competitive and encourage potential customers to seek their services for assistance within the next five to ten years. These trends can assist organizations in their planning efforts, maximizing their ability to distinguish themselves from the pack.
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  • Leadership and Organizational Theory: the heart of the matter Angelia Arrington
  • This article discusses concepts of leadership and organizational theory by identifying essential leadership theories and their impact on organizational dynamics. The manuscript presents an in-depth view of leadership theory and application, its impact on the leader and follower relationships, and how leadership style influences organizational culture.  Leadership definitions, traits, skills and styles and theories are presented.  The article characterizes leadership and its organizational impact on today’s evolving global business world from a strategic perspective. In summary, this article is a model for effective organizational dynamics using strategic leadership and followership relationships.
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  • Organizational Change: lessons from Rocky Balboa Michael Petty
  • Leadership and organizational theory is ever-present, even on the silver screen. In this feature, Michael Petty explores how the classic saga Rocky III demonstrates a near-match with Lewin’s Unfreeze-Change-Refreeze model and Argyis’ Intervention Theory. Proper application of these theories to your change can help reduce pain and keep you from being knocked down for the count.
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  • Integrity: the lost art of leadership Eddy Shigley
  • There is disagreement about how older generations in organizations perceive Millennials. However, there is agreement among these sources on what actions leaders can take to engage Millennial followers. From the flow of the literature review, it is clear that these recommendations represent an early conceptual model of adjusting to Millennial workers and that, as organizations continue to adjust, a more structured model will arise.
  • [Download/Print Article]
  • LeaderLab Vol. 1 Issue 2
  • ISSN: 2153-2443
  • CC BY-ND-NC

Please note: Views and opinions expressed in the articles published in the LeaderLab Quarterly represent each author’s research and viewpoint and do not necessarily represent LLQ or its sponsors. LLQ and its sponsors make no representations about the accuracy of the information contained in published manuscripts and disclaims any and all responsibility or liability resulting from the information contained in the LLQ. All articles submitted to LLQ are done so with the understanding that all copyrights belong to the attributed author(s), who is(are) solely responsible for the content. These articles are considered to have been licensed to LeaderLab Quarterly under the Creative Commons “Attribution – Non Commercial – No Derivatives” License. A copy of this license can be found here.

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