Leaders in nonprofit organizations, such as colleges and universities, are often tasked with ethical burdens. Yet, little is known about what these issues are and how academic leaders approach the ethical dimensions of their work. Through a pilot study involving in-depth interviews with thirteen deans at private, nonprofit liberal arts colleges in the US, this article documents a “guardianship framework” as a method by which higher education leaders serve the “best interests of the institution.” The article argues that this guardianship framework serves as a prism through which organizational life is experienced, and impacts how ethical decisions are identified and resolved. Previous research on ethical decision-making in organizations has focused primarily on business rather than on mission-based organizations. The surprisingly strong effect of a “guardianship framework” to decision-making adds to our understanding of how those who work in nonprofit, mission-based organizations, such as colleges and universities, employ a notion of ethics to their work.
While exploration within popular media outlets, industry publications, and among a growing academic literature on the topic of managing and leading the Millennial generation is on the rise, there is a major gap emerging—while popular media and industry experts continue to insist on a large generational gap in the workplace—academic research suggests there is no huge comparative difference from one generation to the next in how individuals prefer to be led or to lead. Continued academic research in this area is needed as the Millennial Generation increasingly takes its place in the workforce and there is sufficient lag time for there to be more thorough and rigorous longitudinal studies. This project explores best employee engagement practices in leading the upcoming millennial generation in the workplaces. In addition, this paper provides a proposed framework for building off of the existing industry research and growing body of academic studies to explore if there are any significant differences and similarities between major generational cohorts (Baby Boomers, GenX, and Millennials) with regards to how they like to lead and how they like to be led.
As organizations strive for efficiency and effective execution, an accountable culture has come to the forefront of executive focus. This focus on accountability has ranged from achieving lofty revenue targets to completing daily assignments. The result is a highly effective model for achieving organizational execution, yet when over-stressed this has the high potential to drive a culture of fear in employees about their job security, introducing a level of management and organizational policy loathing. This paper explores cultures of security and fear and cultures of high and low accountability attempting to discover if it is possible for a culture of high accountability to also exhibit an environment of high job security.