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ROUNDTABLE VIEWPOINTS: ORGANIZATIONAL LEADERSHIP offers varying perspectives on important issues and provides readers with balanced and fair coverage of a topic to form their own opinion or to support their research. This reader is designed to address a number of different issues regarding organizational leadership. Each issue question is relevant to the topic and guides readers through the readings. The controversy and different views among the captivating readings is readily apparent to the reader and stimulates discussion. The 3-5 selections per issue are current, culled from a variety of sources, and relate to the most popular issues surrounding the topic.

In addition to the issue questions and selections, ROUNDTABLE VIEWPOINTS: ORGANIZATIONAL LEADERSHIP includes an issue introduction; summary/overview; highlights; critical thinking; challenge questions; and additional reading and/or websites.

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• Unit 1 Contextual Issues in Organizational Leadership
• Issue 1 What Are The Newest Approaches to Organizational Leadership?
• 1.1 from "Improving Performance Through Flexible Leadership," Leadership in Action (September/October 2005)
• 1.2 from "Leading Together: Complex Challenges Require a New Approach," Leadership in Action (March/April 2003)
• 1.3 from "Is the Social Entrepreneur a New Type of Leader?," Leader to Leader (Fall 2004)
• 1.4 from "Successful Leaders Possess Emotional Intelligence," Media and Entertainment Insights (October 2003)
• Issue 2 Why Is It Important for Leaders to Understand the Role of Social Responsibility in Organizations?
• 2.1 GolinHarris , from "Doing Well By Doing Good 2005: The Trajectory of Corporate Citizenship in American Business," GolinHarris (2005)
• 2.2 From "10 Questions With David Henderson on the Role of Business Today: Does It Include Corporate Social Responsibility?," Journal of Financial Planning (August 2005)
• 2.3 from "The Myth of CSR," Stanford Social Innovation Review (Fall 2005)
• 2.4 from "The Dangers of Weasel Words: "Corporate Social Responsibility" as a Banner for Left-Wing Politics," National Observer (Spring 2005)
• Issue 3 What Does It Take for an Organization to Act Ethically?
• 3.1 from "Ethical Culture: Most Important Barrier to Ethical Misconduct," Strategic Finance (December 2005)
• 3.2 from "Putting Teeth in Corporate Ethics Codes," Business Week Online (February 19, 2004)
• 3.3 from "Advancing From Compliance to Performance," Quality Progress (April 2006)
• 3.4 from "Creating an Ethical Culture," Strategic Finance (May 2006)
• Issue 4 Does Organizational Culture Link to Success or Profitability?
• 4.1 from "Wal-Mart Tries to Modify Corporate Culture," ABCNews.com (April 16, 2006)
• 4.2 from "The Irresolute American," Executive Action (May 2006)
• 4.3 from "Leading by Leveraging Culture," California Management Review (2003)
• 4.4 from "The Passive-Aggressive Organization," Harvard Business Review (October 2005)
• Issue 5 How Can Leaders Capitalize on Diversity in the Workplace?
• 5.1 from "Workplace Diversity: Leveraging the Power of Difference for Competitive Advantage," HR Magazine (June 2005)
• 5.2 from "An Increasingly Diverse Workforce Makes Traditional Diversity Programs Passé," Employment Relations Today (March 2006)
• 5.3 from "Managing Generation Y," SAM Advanced Management Journal (Autumn 2005)
• Issue 6 How Is Globalization Affecting Organizations around the World?
• 6.1 from "Rebuilding Brand America: Corporate America's Role," Journal of Business Strategy (2006)
• 6.2 from "2005 National Innovation Survey," New Economy Strategies (2005)
• 6.3 from "Making the Trend Your Friend," Outlook (2006)
• Unit 2 Operational Issues in Organizational Leadership?
• Issue 7 How Can a Systems Approach Help Organizational Leaders?
• 7.1 from "On Learning and the Systems That Facilitate It," The SOI Journal (August 1999)
• 7.2 from "Leadership and Systems Thinking," Defense AT&L (May/June 2006)
• 7.3 from "Suspending the Elephant Over the Table," The School Administrator (November 2004)
• Issue 8 What Performance Measures Should Organizational Leaders Consider Today?
• 8.1 from "The Struggle to Measure Performance," Business Week (January 9, 2006)
• 8.2 from "Project Teams: How Good Are They?," Quality Progress (February 2006)
• 8.3 from "Assessment Alternatives: Appraising Organizational Performance," Chief Learning Officer (November 2005)
• Issue 9 Has Strategic Planning Been Left Behind?
• 9.1 from "Stop Making Plans: Start Making Decisions," Harvard Business Review (January 2006)
• 9.2 from "The Learning Organization and Strategic Change," SAM Advanced Management Journal (Summer 2001)
• 9.3 from "The Genius is in the Implementation," Journal of Business Strategy (March/April 2003)
• 9.4 from "Futuring: A Complex Adaptive Systems Approach to Strategic Planning," Support Center for Nonprofit Management (2004)
• Issue 10 How Will Organizations Function in the Future?
• 10.1 from "Fast Forward: Future Trends in Corporate Communication," Strategic Communication Management (December 2005/January 2006)
• 10.2 from "The Adaptable Corporation," McKinsey Quarterly (2006)
• 10.3 from "Creation Nets: Getting the Most from Open Innovation," McKinsey Quarterly (2006)
• 10.4 from "Relationship Marketing in Emerging Economies: Some Lessons for the Future," The Journal for Decision Makers (July-September 2005)