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Citation - WoS: 10
Citation - Scopus: 10
Introduction To the Special Issue: the Leadership Imperative for Sustainability and Corporate Social Responsibility
(Elsevier Science Inc, 2015-04-01) Pearce, Craig L.; Stahl, Guenter K.
The world is at a tipping point. We are simultaneously on the edge of unprecedented wealth creation and catastrophic implosion, as a result of many geopolitical forces. On the one hand, the financial crisis precipitated mainly by events in the United States, and the ripple effects throughout Europe and the rest of the world are slowly coming under control. Yet, at the same time, much of the world is restive. Sub- Saharan Africa, particularly Nigeria, Niger, Cameron and Chad, are in de facto war with extremists intent on returning the region to the Stone Age. The same is true in Syria and the region around it, as we see various groups struggle for complete domination. In Eurasia, Russia has invaded, or threatened to invade multiple of its neighbors (e.g., Estonia, Georgia, Mol-dova, Ukraine). The Taliban is resurging, threatening peace and tranquility in but another beleaguered region.
Citation - WoS: 3
Citation - Scopus: 8
Where Do We Go From Here? Is Responsibility Sustainable?
(Elsevier Science Inc, 2015-04-01) Wegge, Juergen; Pearce, Craig L.
In this special issue we have brought together a veritable ‘‘dream team’’ of thought leaders, and rising stars, from academia, consulting and the c-suite to address the ‘‘Leadership Imperative for Sustainability and Corporate Social Responsibility.’’ Clearly, the decisions and actions of individual leaders matter to the social performance and long-term viability of their organizations. Ultimately, activities such as formulating sustainability policies, engaging in community outreach programs, supporting social causes, or seeking alternatives to disruptive layoffs are the result of managerial decisions, and so are activities that are widely considered unethical, such as bribery, fraud, environmental pollution, and employment discrimination. While corporate executives are constrained in their ability to engage in these activities by corporate governance regulations, company policies, and the law, they have some degree of discretion in their choices. David Waldman, a noted leadership scholar, put it succinctly:‘‘Firms do not make decisions pertaining to responsibility or CSR; leaders do."
Citation - WoS: 4
Citation - Scopus: 3
Developmental Health Services Leadership: Integrating Hierarchical and Shared Leadership for Health Services Organizational Learning
(SAGE Publications Ltd, 2015-08-01) Pearce, Craig L.
The purpose of this article is to articulate a model of, as well as a call to action for, health services leadership, with a particular emphasis on the role of health services leadership in organizational learning. More specifically, I articulate a model that poses two antecedents of health services hierarchical leadership-leader responsibility disposition and environmental cues-as important predictors of empowering leadership. In turn, I assert that empowering leadership from above will engender an inclination toward shared leadership among followers. Subsequently, I venture that both empowering hierarchical leadership and shared leadership are precursors of health services organizational learning. I specify several research directions for future scholarship. More importantly, I identify multiple measures that policy makers and practitioners can take to enhance health services leadership and organizational learning.

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