Vol. 17 No. 6 (2020)

Articles

• Optimizing Leader Uniqueness: A Practice-Oriented Approach

  Charles D. Kerns

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• Leading in a Complex Healthcare Ecosystem

  Janice Pittman, Matthew Kolakowski

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• Transforming Relationships Between Israeli Settlers and West Bank Palestinians: Assessing the Case of “Roots”

  Ben Mollov, Chaim Lavie

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• Achieving Broadened Accountability in Nonprofit Governance

  J. Bart Morrison

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• Bank Dividend Policy: Does the ESG Rating Matter?

  Tammy Rogers, K. Michael Casey

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• The Case of Toxic Leadership on Mars Hill: Conflict Framing and Image Restoration Strategy in the Devolution and Dissolution of a Megachurch

  R. Tyler Spradley, Elizabeth Spradley

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• Does Transformational Leadership Promote Employee Perceptions of Ethical Leadership?: A Moderated Mediation Model of Procedural Justice and Power-Distance Orientation

  Junghyun Lee, Jeewon Cho, Rajnandini Pillai

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• Toward a Christological Model of Leadership: Understanding Ethical and Moral Leadership Through a Sacred Texture Analysis of Philippians 2:5-11

  Joy Jones-Carmack

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• Ethical Responsibility Formation of Students in a Nuclear Engineering Course Through Inquiry Learning

  Minha R. Ha, Joshua Racette, Shinya Nagasaki

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• Killing for God: Akers’ Social Learning Theory Applied to the Case of Daniel Lafferty

  Kate Eleanor

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• Conceptualizing Leadership Behaviors and Its Relationship With Competitive Advantage: A Perspective of RMG Bangladesh

  Mohammad Alam Tareque, Nazrul Islam

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