1st Edition
Leadership and Cultural Change Managing Future Well-Being
Contemporary confluences of leadership decision-making and citizenship behavior often unintentionally contribute to the depletion of the world’s resources – escalating health, education, and social crises, as well as community, societal, and cultural struggles – to adapt to emerging global shifts. Leadership and management practices in this context affect the wellbeing of organizational members (e.g., their safety, health, financial security, etc.) but also entail positive or negative impacts on consumer practices and collective community well-being (e.g., education, obesity, cancer, safe or green driving, energy conservation, diversity based health care, etc.).
Decision-making in most businesses and organizations is largely responsive to demands for short-term profit or cost minimization. On the consumer side, both cultural values and the corporate marketing practices that sustain them encourage high levels of consumption necessary to sustain corporate practices. In exploring the emerging applications of behavior science to these challenges, this book showcases emerging work by internationally recognized scholars on leadership and cultural change. The book will aid organizations and leaders in creating new models of stewardship, and will open opportunities for innovation while adapting and responding to growing social upheaval, technological advances, and environmental concerns, as well as crises in the global economy, health, education, and environment. This book was originally published as a special issue of the Journal of Organizational Behavior Management.
Introduction: Leadership and Cultural Change 1. Functions of Organizational Leaders in Cultural Change: Financial and Social Well-Being 2. Leadership and Culture 3. Collective Leadership and Circles: Not Invented Here 4. Integrating Organizational-Cultural Values With Performance Management 5. Selection of Business Practices in the Midst of Evolving Complexity 6. Consumer Behavior Analysis and the Marketing Firm: Bilateral Contingency in the Context of Environmental Concern 7. Job Satisfaction: The Management Tool and Leadership Responsibility 8. Seven Life Lessons From Humanistic Behaviorism: How to Bring the Best Out of Yourself and Others 9. An Industry’s Call to Understand the Contingencies Involved in Process Safety: Normalization of Deviance 10. Leadership and Crew Resource Management in High-Reliability Organizations: A Competency Framework for Measuring Behaviors 11. Behavioral Education in the 21st Century 12. Cultural Change in a Medical School: A Data-Driven Management of Entropy 13. Enhancing the Behavioral Science Knowledge and Skills of 21st-Century Leaders in Academic Medicine and Science 14. Behavior Analytic Concepts and Change in a Large Metropolitan Research University: The Graduation Success Initiative 15. A Behavioral Approach to Organizational Change: Reinforcing Those Responsible for Facilitating the Climate and Hence Promoting Diversity
Biography
Ramona A. Houmanfar is an Associate Professor and Director of the Behavior Analysis Program at the University of Nevada, USA. She is the author or co-editor of two books and over sixty other publications; and the editor of the Journal of Organizational Behavior Management. Her recent scholarly interests have focused on behavioral systems analysis, rule governance, leadership communication in organizations, and cultural behavior analysis.
Mark Mattaini is an Associate Professor at the University of Illinois at Chicago, USA, and the President of the Association for Behavior Analysis International. He is the author or co-editor of eleven books and over ninety other publications. He is editor of the interdisciplinary journal Behavior and Social Issues. His recent scholarship has focused on nonviolent social action supporting peace and justice.
