Hillel final presentation

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L

The Remaking of Hillel

New Leader, New Vision
Lori Landolt Thompson
Marylhurst University

Hillel’s history throughout the years

New leader Richard Joel

A strong foundation

Out with the old, in with the
new

Spreading the word

Clear path to success

Strive for success

Slow & steady wins the race

Changes Ahead

References
 Kotter, J. (1995). Leading Change: Why Transformation Efforts
Fail. (cover story). Harvard Business Review, 73(2), 59- 67.
Retrieved from Business Source Complete database.

 Sales, A. (2006). Case analysis. The remaking of hillel: A case
study on leadership and organizational transformation. The
Fisher-Bernstein Institute for Jewish Philanthropy and
Leadership, Brandeis University. Waltham,Massachusetts.

 Rosen, M. (2006). The remaking of hillel: A case study on
leadership and organizational transformation. The Fisher-
Bernstein Institute for Jewish Philanthropy and Leadership,
Brandeis University. Waltham, Massachusetts.

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1. Traditional Approaches to Leaders’ Impact on Organizations Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development. But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010). LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing. Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions. More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...

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Hillel final presentation

1. The Remaking of Hillel New Leader, New Vision Lori Landolt Thompson Marylhurst University

2. Hillel’s history throughout the years

3. New leader Richard Joel

4. A strong foundation

5. Out with the old, in with the new

6. Spreading the word

7. Clear path to success

8. Strive for success

9. Slow & steady wins the race

10. Changes Ahead

11. References  Kotter, J. (1995). Leading Change: Why Transformation Efforts Fail. (cover story). Harvard Business Review, 73(2), 59- 67. Retrieved from Business Source Complete database.  Sales, A. (2006). Case analysis. The remaking of hillel: A case study on leadership and organizational transformation. The Fisher-Bernstein Institute for Jewish Philanthropy and Leadership, Brandeis University. Waltham,Massachusetts.  Rosen, M. (2006). The remaking of hillel: A case study on leadership and organizational transformation. The Fisher- Bernstein Institute for Jewish Philanthropy and Leadership, Brandeis University. Waltham, Massachusetts.