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    ‘Everything everywhere all at once’: Paradigm shifts, the dynamics of agency, and the January 6th assault on the US capitol
    (SAGE Publications, 2024-09-26) Wilson S; Chace S
    To unpack the underlying causes of the events of January 6th, 2021, by supporters of outgoing President Trump, this essay pursues two lines of inquiry. Firstly, drawing on insights from Kuhn and Bion into, respectively, paradigm shifts and group dynamics, we argue support for Trump’s promise to ‘make American great again’ is rooted in anxiety triggered by various disruptive changes facing Americans. Followers alleviate this by becoming dependent upon Trump, thereby affording him undue influence. January 6th itself, we argue, was a paradigm shifting event, constituting a shattering betrayal of a sitting President’s fundamental duty to uphold the Constitution and keep the country safe from harm. Secondly, we examine the MAGA worldview, drawing on social identity theory, its offshoot regarding leadership, and notions of agency. We highlight its deleterious effects on how Trump and his followers exercised their agency and, simultaneously, how it legitimated Trump’s reckless betrayal of his responsibilities. Through our analysis of these underlying causes, we conclude that January 6th was no mere aberration in terms of what Trump and his supporters are capable of doing. Rather we contend the same forces animating what happened that day remain a clear and present danger to democracy in America.
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    Can Psychopathy Be Adaptive at Work? Development and Application of a Work Focused Self- and Other-Report Measure of the Triarchic Psychopathy Model
    (MDPI (Basel, Switzerland), 2020-06-02) Sutton A; Roche M; Stapleton M; Roemer A
    Psychopathy may have both adaptive and maladaptive effects at work but research into workplace psychopathy is constrained by the lack of short, work-relevant measures that can be used for both self- and other-report. We adapt the Triarchic Psychopathy Measure (TriPM) for this purpose and distinguish the (mal)adaptive effects of psychopathy at work in two time-lagged survey samples. Sample 1 consisted of managers reporting their psychopathic traits and work outcomes (well-being, engagement, burnout and job performance). Sample 2 reported on their managers’ psychopathic traits and leadership styles (servant and abusive supervision) and their own work outcomes. The TriPM (Work) is a reliable, valid, 21-item measure of triarchic psychopathy at work with self- and other-report forms. Using this measure, we demonstrate that the triarchic model’s boldness trait is related to servant leadership and predicts improved well-being and performance while meanness and disinhibition are related to abusive supervision and predict increased burnout.
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    Fitting social enterprise for sustainable development in Vietnam
    (MDPI (Basel, Switzerland), 2021-10-01) Nguyen MHT; Hodgetts DJ; Carr SC
    Drawing on aspects of both commercial and not-for-profit organisational structures, social enterprises strive to become financially sustainable in order to support efforts to address various societal problems, including poverty and socio-economic exclusions. This study documents the experiences of 20 social entrepreneurs regarding the fit between their leadership practices, social enterprises and the Vietnamese societal ecosystem. Results from semi-structured go-along interviews foreground the importance of fit between the societal eco-system, key cultural values and relational practices, entrepreneur leadership and the structure and functioning of social enterprises in achieving their pro-social missions. This article contributes to emerging literature on the sustainability of social enterprises in emerging economies and is currently being drawn upon in the development of policy responses in Vietnam.
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    Life-giving, caring leadership: He Totara
    (Cervin Media Ltd on behalf of the New Zealand Principals Federation, 1/09/2020) Baker H; Poskitt J; Hawe, L
    The metaphor of the Totara tree, and te ao Maori, provides New Zealand primary school leadership with an inspiring, life-giving perspective on leadership.
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    Who Wants to Be an Intrapreneur? Relations between Employees' Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations.
    (2017) Chan K-Y; Ho M-HR; Kennedy JC; Uy MA; Kang BNY; Chernyshenko OS; Yu KYT
    This paper reports an empirical study conducted to examine the relationship between employees' Entrepreneurial, Professional, and Leadership (EPL) career motivations and their intrapreneurial motivation. Using data collected from 425 working adults in the research/innovation and healthcare settings, we develop a self-report measure of employee intrapreneurial motivation. We also adapt an existing self-report measure of E, P, and L career motivations (previously developed and used with university students) for use with working adult organizational employees. Confirmatory factor analysis indicate that E, P, and L motivations and intrapreneurial motivation can be measured independently and reliably, while regression analyses show that the employees' E, P, and L motivations all contribute to explaining variance in their intrapreneurial motivation. Individuals with high E, P, and L motivational profiles are also found to have the highest intrapreneurial motivation scores, while those low on E, P, and L motivations have the least intrapreneurial motivation. Our findings suggest that the potential for intrapreneurship is not unique to only entrepreneurial employees. Instead, one can find intrapreneurs among employees with strong leadership and professional motivations as well. We discuss the findings in the context of generating more research to address the challenges of talent management in the 21st century knowledge economies where there is greater career mobility and boundarylessness in the workforce.