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UID:31be87bc26129e471d1bf5abcd59032f
DTSTAMP:20240502T120710Z
SUMMARY:Julian Barling\, Borden Professor of Leadership and Queen's Researc
 h Chair at the Queen's University School of Business
DESCRIPTION: \n\nQuestions from Leadership Research for Leadership Research
  Julian\nBarling Borden Chair in Leadership Queen’s School of Business\n
 \nFor better or for worse\, leadership affects the lives of most people\ni
 n some way or another\, and not surprisingly\, attracts the attention\nof 
 the public\, media\, policy makers and management. What is less well\nknow
 n is that we have now reached the stage where literally several\nhundreds 
 of research articles on leadership are published each year\,\nas a result 
 of which we know a lot about some things\, but there are\nstill a lot of t
 hings about which we seem to know very little. I will\nhighlight several a
 reas in which we seem to have avoided asking the\nmost fundamental questio
 ns\, thus highlighting opportunities for new\nand exciting research. (1) H
 ow different are the different leadership\ntheories? (2) Do available rese
 arch findings favor any one particular\ntheory? (3) Can we translate leade
 rship theories into everyday\nleadership behaviors? And is there a dose-de
 pendent relationship\nbetween leader behavior and outcomes? (4) Does our c
 ontinuing neglect\nof followers hurt our understanding of leadership and o
 rganizational\neffectiveness? (5) Genders and leadership. I will conclude 
 with some\nthoughts on how future research on organizational leadership co
 uld\nbenefit and gain in relevance by tackling some of the major social\ni
 ssues that confront society today (e.g.\, inequality\, poverty).\n 
DTSTART:20150410T143000Z
DTEND:20150410T160000Z
LOCATION:Gerri C. LeBow Hall\, 3220 Market Street\, 208\, Philadelphia\, PA
  19104
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