Papers by David K. Banner
U.S.-based financial institutions have experienced significant failure rates since the mid-1980s.... more U.S.-based financial institutions have experienced significant failure rates since the mid-1980s. The problem within the U.S.-based banking industry is that the focus of leadership development has been primarily on cognitive abilities, whereas interpersonal skills, such as emotional intelligence, have been neglected. Research has focused on U.S. bank failures from a risk mitigation, economic, or legislative perspective, creating a gap in research on leadership behavior. The purpose of this correlation study was to determine whether a significant relationship exists between emotional intelligence and servant leadership among leaders in the U.S. small business banking industry. The theoretical framework compared intelligence types to leadership styles to explain leadership behavior. A convenience sample of leaders within the Qualtrics database of small business-bankers was surveyed from a composite survey for levels of servant leadership and emotional intelligence simultaneously. Pearsonâ??s correlation coefficient was performed to test the hypothesis. A statistically significant relationship was found between servant leadership and emotional intelligence. Social change implications of this study include improving employee engagement and retention, along with stakeholder engagement through the identification of leaders high in servant leadership style and emotional intelligence. Positive economic, social, and environmental benefits could be gained through improved organizational performance of U.S.-based banks by improving the selection and development of leaders in small business lending willing to embrace a stakeholder management theory.
This paper explores the use of powerful and effective leadership within complex, changing and/or ... more This paper explores the use of powerful and effective leadership within complex, changing and/or turbulent environments and proposes the Complexity Change Theory with eight recommendations for leaders. The authors argue that organizational goals cannot be stable in a dynamic environment. The myth of stability and control must be faced head-on and organizational leadership must be comfortable with chaos. Combining these processes and implementing the eight recommendations for leading in complexity change environments expresses an urgent call for leaders to move beyond the command and control model of leadership and embrace the power of the complexity change theory in their organizations. Two pathways are identified for leaders to navigate a complex and chaotic environment while compelling organizations forward. The individual's internal framework was explored using several processes: cognitive process, pattern recognition, spiritual awareness, and sense-making.
Pollution: Symptom of a Value Crisis
Training and Development Journal, 1970
The politics of social program evaluation / David K. Banner, Samuel I. Doctors, Andrew C. Gordon
ABSTRACT
The nature of the work-leisure relationship
... rewards if that is what they want and whitecollar workers more job content rewards f that is ... more ... rewards if that is what they want and whitecollar workers more job content rewards f that is ... his own tastes and inclinations; and, at the same time, to provide more institutions where ... If there are no effective positive reinforcers for "developmental leisure", for example, he may come ...
The politics of evaluation research
Omega, 1974
Omega, 1985
Two thorny problems have attracted the interest of work/leisure researchers in recent years: (I) ... more Two thorny problems have attracted the interest of work/leisure researchers in recent years: (I) the failure of previous r--=~earch to clearly isolate the relationship between work and non-work from the effects of other confounding variables, and (2) a widespread failure to distinguish between the memmtgs that people attribute to work (and non-work) and the forms of work (and non-work) people perform.
Creativity and Innovation Management, 1995
This article examines the premise that increasing concentration of power in large, multinational ... more This article examines the premise that increasing concentration of power in large, multinational organizations will eventually necessitate the political control of such organizations to ensure the interests and well-being, however defined, of their host countries. This view assumes that centralized control is necessary to prevent abuses of power by private organizations who are not necessarily concerned with the public good. Another view is the anarchist paradigm, where it is assumed that people and groups, left to sort things out among themselves, will eventually produce outcomes beneficial for the whole. Aligned with this approach is the transformational or emerging paradigm. I will examine the assumptions that underlie each paradigm and leave the reader to decide their relative validity.
Creativity and Innovation Management, 1993
Self-managed work teams (SMWTs) may be an early manifestation of the changing paradigm of organiz... more Self-managed work teams (SMWTs) may be an early manifestation of the changing paradigm of organization. A key tenet of transformational theory is that consciousness creates external, structural forms which represent beliefs, values and attitudes inherent in the dominant paradigm. Previous paradigmatic assumptions of the Industrial Era created the bureaucracy; transformational thinking (the new, emerging paradigm) is creating newer organizational structures such as SMWTs.
Regardless of the gap between the demands of the global work environment and the maturity of lead... more Regardless of the gap between the demands of the global work environment and the maturity of leaders, minimal research exists on the trend of the practice of mindfulness meditation and the developmental experiences of leaders. Consequently, scholars have little understanding of how an increasing number of leaders experience mindfulness meditation. The purpose of this study was to understand the perceived impact mindfulness meditation had on leader development for 20 manager-leaders who had a regular (at least 3 days a week) mindfulness meditation practice. The primary recruitment strategy included outreach to potential participants affiliated with professionally oriented mindfulness groups on LinkedIn. The main conceptual framework was Day's conceptualization of leader development. The central research question addressed leaders' perceptions and experiences of the impact of mindfulness meditation on their development as leaders. A modified Stevick–Colaizzi–Keen data analysis procedure was used in this study. Key results included the identification of 10 core themes and the associated conclusion that leaders who want to contribute solutions to global challenges will have to access more of their potential, which may require engaging in contemplative practices such as mindfulness meditation. The principal recommendation includes the serious consideration of mindfulness meditation by leaders and organizational decision makers of development investments. This study has implications for positive social change, in that a better understanding of how leaders experience mindfulness meditation may provide direction for leaders and organizations about developmental practices that support leadership effectiveness.
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Papers by David K. Banner