Browsing by Author "Keim, Charles"

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    Leading in an Amish paradise: humanistic leadership in the Old Order Amish
    (2020) Keim, Charles; Shadnam, Masoud
    The authors examined the traditional leadership practiced by the Old Order Amish located in the Holmes and Wayne counties of America. Despite popular stereotypes, this community is remarkably innovative and resilient. Amish leadership aligns with the central tenets of humanistic leadership and provides a rich illustration of how such a leadership paradigm can foster a vibrant, inclusive and sustainable community. Unlike current leadership models that focus on instrumental values like wealth, profit and growth, Amish leadership is concerned with faith, community and living a simple life with purpose and dignity.
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    Through the looking glass: leadership in the age of surveillance
    (2018) Keim, Charles; Shadnam, Masoud
    The last few decades have witnessed a dramatic rise in the use of surveillance, particularly in organizational life (Anteby & Chan, 2018). Primary forms of surveillance, such as the supervisor’s gaze, are being augmented by sophisticated devices capable of tracking more than employees’ work habits: public and private affairs, past and present choices, opinions and attitudes are increasingly recorded, retained, and used to predict or shape future behavior. The technologies of surveillance, elaborate in their subtlety, inexpensiveness, and accessibility, coupled with the proliferation of individual devices (e.g., cell phones), are decentralizing a strategic tool previously the exclusive domain of the managerial elite. Hence, a vision of what the future of leadership holds must grapple with the increased surveillance leaders will face by those inside and outside of the organization. The ascendancy and proliferation of surveillance have significant implications for leadership. In this brief paper, we identify and discuss two core implications: first, surveillance systems will alter the criteria discriminating between future leaders—i.e., leader emergence will increasingly rest on individuals’ knowledge of what surveillance systems capture as well as their performative capacity to enact behaviors suited for those systems. Second, the effectiveness of leaders within a time of heightened surveillance will place a premium on the forbearance and flexibility of leaders to work with one another within an organizational field.
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    Union leader’s language during conflict: does gender matter?
    (2021) Keim, Charles
    We analyze the language used by two consecutive British Columbia Teachers’ Federation (BCTF) presidents, Susan Lambert and Jim Iker, during two collective bargaining sessions that pitted the BCTF against the British Columbia (BC) government and the British Columbia Public School Employers’ Association (BCPSEA). Our study analyzes how gender language differences if they indeed exist, are manifested during critical moments that require strong leadership. Language is a critical resource for leaders, who use it to define issues, assign motives and inspire action, and portray themselves as people of power and consequence. Both women and men can employ a variety of linguistic strategies and the linguistic decisions that male and female leaders make provide a window onto if and how gender may be manifested by those in power and how they use language to present themselves as effective leaders. In this paper, we explore whether and how gender influences the linguistic choices of a male and female union leader during times of conflict.