Faculty

The study of "transformational leadership" has dominated leadership literature since the first wave of celebrity CEOs emerged into the limelight in the early 1990s. But Angelo Kinicki, a professor of management at the W. P. Carey School of Business, says it's time for researchers to look beyond charisma and transformational leadership as a focal point of study. Kinicki and two colleagues have set forth their analysis of a skill set called Performance Management Leadership. PML "encompasses broad and proactive leader behaviors that serve to motivate, direct, support, modify, assist, monitor and reinforce employees in pursuit of goal accomplishment." In football terms, Kinicki says, PML is the "blocking and tackling" of business leadership — the hard work of getting the most out of your workers, every day.

Imagine a software strategy that allows an organization to combine the disparate data threads it collects about customers, then, using the Web and other technologies as well as non-technical methods, put the data to work to develop closer ties with customers. This is CRM, or Customer Relationship Management. With CRM, sports teams can cater specifically and efficiently to fans' needs and whims, react to trends, reward loyalty, fix problems, and retain its current clientele and attract more. A panel of sports executives discussed the state of CRM in their industry at the annual meeting of the Sport Marketing Association recently at the W. P. Carey School of Business.

Your workplace relationships with co-workers as well as bosses have a huge impact on how you view the organization, and whether you perceive your work as being worthwhile. That perception has a direct bearing on your attitude and how you perform, according to a new study co-authored by a management professor at the W. P. Carey School of Business. The traditional "top-down" organizational culture tells only part of the story; it's often the person occupying the next cubicle that shapes who you are at work, the study found.

Businesses rely on research to gather data and process it into the knowledge needed to identify markets and satisfy customers. When exploring questions about attitudes, beliefs and other intangibles, researchers use Structural Equation Modeling (SEM) to analyze data. A W. P. Carey School of Business marketing professor and her co-authors have discovered that a significant percentage of academic researchers used the wrong measurement approach in their studies, resulting in deceptive conclusions. If the researchers performing studies for businesses follow the pattern, companies may be making critical business decisions based on misleading research findings.

Knowledge Management (KM) systems have provided companies with a tool that allows them to collect and provide access to the collective expertise of their employees. The appeal is obvious: Sharing experiences and lessons leads to efficiency and innovation. But KM is not a system where "if you build it they will come." Some companies have reported impressive returns, but others have declared KM a disappointing underperformer. The key, according to an information systems professor at the W. P. Carey School of Business, is a holistic management approach that takes into consideration corporate culture and climate.