http://hdl.handle.net/1721.1/55345 Wed, 22 May 2013 16:51:03 GMT 2013-05-22T16:51:03Z http://dspace.mit.edu:80/bitstream/id/524839/ http://hdl.handle.net/1721.1/55345 http://hdl.handle.net/1721.1/55956 Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale Pittinsky, Todd L.; Hadley, Constance Noonan; Sommer, S. Amy Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale’s construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy. Wed, 01 Jul 2009 00:00:00 GMT http://hdl.handle.net/1721.1/55956 2009-07-01T00:00:00Z http://hdl.handle.net/1721.1/55955 Transformational Leadership And American Foreign Policy: A Preliminary Analysis Nye, Joseph S., Jr. Foreign policy is usually over-determined. The “national interest” often appears to be an immutable dictation of the international system and of domestic politics. As Henry Kissinger put it when he was Secretary of State, “the essential outlines of U.S. policy will remain the same no matter who wins the U.S. Presidential election” (Wittkopf, 2003, 524). Yet sometimes, “reality” is more malleable than it first appears. Not so long ago, it seemed “unimaginable” that the Soviet Union would disappear and Germany would be peacefully reunited. As former National Security Advisor Brent Scowcroft put it in 2003, the main divisions in foreign policy today are not between liberals and conservatives, but between the traditionalists and the transformationalists.1 The transformationalists believe that “we know what has to be done and have the power to do it. What has to be done is to transform the Middle East into a collection of democracies. That will bring peace and stability” (Rothkopf, 2005, 428). Transformational leadership has become a central part of the current debate about American foreign policy. Wed, 11 Jan 2006 00:00:00 GMT http://hdl.handle.net/1721.1/55955 2006-01-11T00:00:00Z http://hdl.handle.net/1721.1/55954 Not So Lonely At The Top?: An Exploratory Study Of The Multiple Commitments Of Aspiring Leaders Pittinsky, Todd L.; Welle, Brian Leadership is often viewed as a lonely endeavor, as this quote exemplifies. Leaders are frequently perceived as standing “alone” at the top of the hierarchy. Drive and sustained commitment have been linked to the attainment of leadership positions (McClelland & Boyatzis, 1982), findings that are corroborated by the many public and private sector leaders who have described the years of intense work, perseverance, and sacrifice that led to their success. Traveling the path to career success and leadership positions can come at the expense of developing rewarding relationships with friends and family (e.g., Hewlett, 2002). Tue, 10 Jan 2006 00:00:00 GMT http://hdl.handle.net/1721.1/55954 2006-01-10T00:00:00Z http://hdl.handle.net/1721.1/55953 Should Officials Obey The Law?: (And What Is "The Law," Anyway?) Schauer, Frederick Should Presidents obey the law? And how about governors, mayors, admirals, sergeants, members of Congress, police officers, and various other public officials? To many people, the answer to the question is obviously “Yes,” but perhaps things are not so clear. Mon, 09 Jan 2006 00:00:00 GMT http://hdl.handle.net/1721.1/55953 2006-01-09T00:00:00Z