Using Transcendental Phenomenology to Explore the “Ripple Effect” in a Leadership Mentoring Program - Information

Using Transcendental Phenomenology to Explore the “Ripple Effect” in a Leadership Mentoring Program
Tammy Moerer-Urdahl
University of Nebraska-Lincoln
Lincoln, Nebraska, USA
John W. Creswell
University of Nebraska-Lincoln
Lincoln, Nebraska, USA
International Journal of Qualitative Methods 2004, 3(2)
2004 paper

Online version available at  http://wigan-ojs.library.ualberta.ca/index.php/IJQM/article/viewFile/4470/3594


Transcendental phenomenology, based on principles identified by Husserl (1931) and
translated into a qualitative method by Moustakas (1994), holds promise as a viable procedure for
phenomenological research. However, to best understand the approach to transcendental
phenomenology, the procedures need to be illustrated by a qualitative study that employs this
approach.

 This article first discusses the procedures for organizing and analyzing data according
to Moustakas (1994). Then it illustrates each step in the data analysis procedure of transcendental
phenomenology using a study of reinvestment or the “ripple effect” for nine individuals who have
participated in a youth leadership mentoring program from the 1970s to the present.
Transcendental phenomenology works well for this study as this methodology provides logical,
systematic, and coherent design elements that lead to an essential description of the experience

The political marketing planning process: improving image and message in strategic target areas - Information

The political marketing planning process: improving image and message in strategic target areas
Paul R. Baines Middlesex University Business School, London, UK
Phil Harris Manchester Metropolitan University, Manchester, UK Barbara R. Lewis Manchester School of Management, Manchester, UK
Marketing Intelligence & Planning 20/1 [2002] 6-14

Online version available at authors web page  http://phil-harris.com/wp-content/uploads/p6.pdf


References
Baines, P.R., Harris, P. and Newman, B.I. (1999a),
``New Realpolitik: political campaigning and
the application of political marketing across cultures’’, Proceedings of the European Marketing Academy Conference, May 1999, Humboldt University, Berlin.

Baines, P.R., Lewis, B.R and Ingham, B. (1999b), ``Exploring the positioning process in
political campaigning’’, Journal of Communication Management, Vol. 3 No. 3.
Baines, P.R., Lewis, B.R. and Yorke, D.A. (1999c),
``Marketing planning for UK political parties: co-ordinated local campaigning’’, Proceedings of the Academy of Marketing Conference, July
1999, University of Stirling, Stirling
Butler, P. and Collins, N. (1994), ``Political marketing: structure and process’’, European
Journal of Marketing, Vol. 28 No. 1, pp. 19-34.
Butler, P. and Collins, N. (1996), ``Strategic analysis in political markets’’, European
Journal of Marketing, Vol. 30 No. 10/11, pp. 32-44. Curtice, J. and Steed, M. (1980), ``An analysis of voting’’, in Butler, D. and Kavanagh, D. (Eds), The British General Election of 1979, Macmillan Press, London, p. 409.
Dunnion, B. (1998), ``Building successful political brands: lessons from the Mary Robinson Campaign’’, paper presented at the Political Marketing Conference, September 1998, University College, Cork. Egan, J. (1999), ``Political marketing: lessons from
the mainstream’’, Proceedings of the Academy of Marketing Conference, University of Stirling, Stirling, June.

Farrell, D.M. (1996), ``Campaign strategies and tactics’’, in LeDuc, L., Niemi, R.E. and Norris, P. (Eds), Comparing Democracies: Elections and Voting in Global Perspective, Sage Publications, London.

Lock, A. and Harris, P. (1996), ``Political marketing ± vive la difference!’’, European
Journal of Marketing, Vol. 30 No. 10/11, pp. 21-31. Maarek, P.J. (1995), Political Marketing and Communication, John Libbey and Company, London. Mandelson, P. (1988), ``Marketing Labour: personal reflections and experience’’, Contemporary Record, Vol. 1 No. 4, pp. 11-13.
Newman, B.I. (1994), The Marketing of the President: Political Marketing as Campaign Strategy, Sage Publications, London. Niffenegger, P.B. (1989), ``Strategies for success
from the political marketers’’, Journal of Consumer Marketing, Vol. 6 No. 1, pp. 45-51.
O’Cass, A. (1996), ``Political marketing and the marketing concept’’, European Journal of Marketing, Vol. 30 No. 10/11, pp. 45-61
O’Cass, A. (1997), ``Political marketing in times of discontinuous change’’, Proceedings of the Academy of Marketing Conference, Manchester Metropolitan University, Manchester.
Plasser, F., Scheucher, C. and Senft, C. (1998), ``Is
there a European style of political marketing: a survey of political managers and
consultants’’, paper presented to the Political Marketing conference, September 1999, University College, Cork.
Shama, A. (1975), ``The marketing of political candidates’’, Journal of the Academy of Marketing Science, Vol. 4 No. 4, pp. 767-77.
Shea, D.M. (1996), Campaign Craft: The Strategies, Tactics and Art of Political Campaign Management, Praeger Publishers, Westport, CT. Smith, G. and Saunders, J. (1990), ``The application of marketing to British politics’’, Journal of Marketing Management, Vol. 5 No. 3, Spring, pp. 295-306.
Wring, D. (1997), ``Reconciling marketing with
political science: theories of political marketing’’, Proceedings from the Academy of Marketing Conference, Manchester Metropolitan University, Manchester. Yorke, D.A. and Meehan, S.A. (1986), ``ACORN in
the political marketplace’’, European Journal of Marketing, Vol. 20 No. 8, pp. 63-76.

Political marketing – vive la différence! - Information

Political marketing – vive la différence!
Andrew Lock and Phil Harris
Faculty of Management and Business,
The Manchester Metropolitan University, Manchester, UK
European Journal of Marketing,
Vol. 30 No. 10/11, 1996, pp. 14-24.

Posted by Phil Harris on http://www.phil-harris.com/wp-content/uploads/Vive-le-Difference-1996.pdf

The explicit use of techniques in politics which we would now describe as
marketing dates back at least to 1920 in Britain (Wring, 1994). Since the Saatchi
and Saatchi poster – “Labour isn’t working” – it has become commonplace to
speak of political marketing, and many marketers have come to believe that
there is a direct transference of their concepts and tools to the political arena.

In this paper, we consider the differences between political and mainstream
marketing and suggest some areas in which we believe that marketers may
learn from the political science literature. At this stage we confine our analysis
and most of our examples to mainland British politics.

References

Butler, P. and Collins, N. (1994), “Political marketing: structure and process”, European Journal of
Marketing, Vol. 28 No. 1, pp. 19-34.
Farrell, D.M. and Wortmann, M. (1987), “Party strategies in the electoral market: political
marketing in West Germany, Britain and Ireland”, European Journal of Political Research, Vol.
15, pp. 297-318.
Harrop, M. (1990), “Political marketing”, Parliamentary Affairs,Vol. 43 No. 3, pp. 277-92.
Kaid, L.L. and Holtz-Bacha, C. (1995), Political Advertising in Western Democracies: Parties and
Candidates on Television, Sage, Thousand Oaks, CA.
Kavanagh, D. (1995), Election Campaigning: The New Marketing of Politics, Blackwell, Oxford.
Newman, B.I. (1994), The Marketing of the President: Political Marketing as Campaign Strategy,
Sage, Thousand Oaks, CA.
Nossiter, T.J., Scammell, M. and Semetko, H.A. (1995), “Old values versus news values: the British
general election campaign on television”, in Crewe, I. and Gottschalk, B., Political
Communications – the General Election Campaign of 1995, Cambridge University Press,
Cambridge.
O’Shaughnessy, N. (1990), The Phenomenon of Political Marketing, Macmillan, Basingstoke
Rothschild, M. (1978), “ Political advertising: a neglected policy issue in marketing”, Journal of
Marketing Research, Vol. 15 No. 1, pp. 58-71
Wring, D. (1994), “Marketing in British election campaigns: an overview”, working paper
presented at the British Academy of Management Conference, University of Lancaster,
September 1994.

Managing Marketing Teams - Information

Managing Marketing Teams
Jay Edwards, Murdoch University, USA
Andrew Honeycutt, Shorter University, USA
Craig Cleveland, Saint Leo University, USA
ABSTRACT
With the emergence of global information and technology, firms have reformulated marketing and
technological teaming in a concert effort to accommodate transnational marketing relationships
that enable firms to compete in a global business society. Given the competitiveness of
organizational distinction and implication, firms have proactively created an internal synergy that
enable marketing teams to better excel in an environment of obscurity and uncertainly. Marketing
management has evolved into phenomena that require constant reassessment of vision, mission,
and strategy in an unrelenting effort to maintain organizational survival and competitiveness in a
global recessive business economy. Information technology has greatly inspired this renewed
sense of competition; moreover, organizations that embrace the challenge of integrating
technology within marketing teams will only become the change agents the business world
community will aspire to duplicate for great strategic advantage.
Journal of Business & Economics Research – January, 2011 Volume 9, Number 1
http://cluteonline.com/journals/index.php/JBER/article/viewFile/943/927


References
El-Ansary, A. I., Zabriskie, N. B., & Browning, J. M. (1993). Sales teamwork: A dominant strategy for
improving sales force effectiveness. Journal of Business and Industrial Marketing, 8(3), 65-72.
Provitera, M. J. (1995). Sales management and sales teamwork. American Marketing Association Summer
Proceedings, 176-184.
Varney, G. H. (1989). Building productive teams. San Francisco, CA: Jossey-Bass
Zenger, J. H., Musselwhite, E, Hurson, K. & Perrin, C. (1994). Leading teams: Mastering the new role.
Homewood, IL: Business One Irwin.

Servant Leadership Trends Impact on 21st Century Business - Information

Servant Leadership Trends Impact on 21st Century Business
Dr. Oris Guillaume
Shorter University, Rome, GA
Dr. Andrew Honeycutt
Shorter University, Rome, GA
Dr. Craig S. Cleveland
Saint Leo University, Duluth, GA
ABSTRACT
Servant Leadership (SL) has been in the forefront of business theory for the past decade and yet has
been slightly utilized to describe and analyze specific areas of the concerns of business today. This
study will attempt to apply the theories of Servant Leadership to the concerns of outsourcing, internetrelated business and the trends associated with the Baby Boomer generation.

http://thejournalofbusiness.org/index.php/site/article/viewFile/94/93

References

Greenleaf, R. K. (1977). Servant leadership: A Journey into the nature of legitimate power and
greatness. Mahwah, NJ. Paulist press
Greenleaf, R. K. (1978, November). The leadership crisis: A message for college and university faculty.
Humanitas: Journal of the Institute of Man, 14, 3. Pittsburg, PA: Dusquesne University Press.
Pfeffer, J., &Veigs, J.F. (1999).Putting people first for organizational success. Academy of
Management Executive, 13, 2, 37-48.
Spears, L., (2004). Practicing Servant-Leadership, Leader-to-Leader, 34, Fall 2004. 825. Retrieved from,
from ProQuest database.
Pfeffer, J., &Veigs, J.F. (1999).Putting people first for organizational success. Academy of
Management Executive, 13, 2, 37-48.
Spears, L. C. (1998).Introduction. In L. C. Spears (Ed.), The power of servant leadership. New York:
John Willey and Sons Inc

Utilizing Political Ideologies To Market A Political Candidate - Information

Utilizing Political Ideologies To Market A Political Candidate
Shermichael V. Singleton, Morehouse College, USA
Andrew Honeycutt, Shorter University, USA
Journal of Business & Economics Research – January 2012 Volume 10, Number 1

Modern marketing of political candidates begins by understanding central concepts of ideologies. The utilization of ideologies is complex, in that there is no single concept or claim revealing surprising affinities with various images of the candidate. It also has distinctive function, by misrepresenting the totality of the ideology by forming a total belief in the candidate versus the ideology in a particular way. People must commit or surrender to the demands of the candidate, thus making it possible for the candidate to get elected. The branding of the candidate while utilizing political ideologies in part disables people from easily disregarding information perceived to be antithetical to the concepts of the ideology (Quelch, 2007).

Online version available - Search using Google and Google Scholar

REFERENCES
Biocca, F. (Ed), (1991), Television and Political Advertising: Volume 1, Psychological Processes, New York, Lawrence Erlbaum.
Dominic Wring, Dominic. "Reconciling Marketing with Political Science: Theories of Political Marketing." Journal of Marketing Management 13 (1997): 653-61. Print.
Festenstein, Matthew, and Michael Kenny. Introduction. Political Ideologies: a Reader and Guide. Oxford: Oxford UP, 2005. Print.
Franklin, R. (1994), Packaging Politics: Political Communications in Britain’s Media Democracy, London, Edward Arnold.
Keller, K. L. & Kolter, P. (2009). Marketing Management: Upper Saddle River, NJ: Pearson Prentice Hall
Kotler, P. and Levy, S.J. (1969), “Broadening the Concept of Marketing”, Journal of Marketing, 33, pp. 10-15.
Kotler, Philip. "Overview of Political Candidate Marketing." Advances in Consumer Research 02: 761-70.

 Lane, R. (1993), “Voting and Buying: Political Economy on the Small Stage”, paper presented at the Annual Meeting of the Society for the Advancement of Socio-economics, New York School for Social Research, New York, March.

Niffenegger, P. (1989), “Strategies for success from the political marketers”, Journal of Consumer Marketing, 6, pp. 45-51.
Qualter, T. (1985), Opinion Control in the Democracies, Hampshire, Macmillan.
Quelch, John A., and Katherine E. Jocz. Greater Good: How Good Marketing Makes for Better Democracy. Boston, MA: Harvard Business, 2007. Print.
 Sackman, A.(1992), “The Marketing Organisation Model: Making Sense of Modern Campaigning in Britain”, paper presented at the UK Political Studies Association Annual Conference, Belfast, April.
Scott, A.M. (1970), Competition in American Politics, New York, Holt, Rinehart and Winston.
Wring, Dominic. "Reconciling Marketing with Political Science: Theories of Political Marketing." Journal of Marketing Management 13 (1997): 651-63. Print.

SERVANT LEADERSHIP: A PHENOMENOLOGICAL STUDY OF PRACTICES, EXPERIENCES, ORGANIZATIONAL EFFECTIVENESS AND BARRIERS - Information

SERVANT LEADERSHIP: A PHENOMENOLOGICAL STUDY OF PRACTICES,
EXPERIENCES, ORGANIZATIONAL EFFECTIVENESSAND BARRIERS
Amy R. Savage-Austin, PhD
Oris Guillaume, DBA
International Journal of Business and Social Research (IJBSR), Volume -2, No.-4, August 2012

http://www.ijbsr.org/images/archive_articles/August2012/4.pdf


This study gathered lived experiences of 15 organizational leaders who practice
the servant leadership philosophy, and explored how business leaders link their servant leadership
practices to their organization’s effectiveness. The qualitative responses obtained during this study
indicated that the perceived organizational barriers that prevent the servant leadership practices are
the organization’s culture, the fear of change, and the lack of knowledge regarding the servant
leadership philosophy.


References

Foster, B. A. (2000). Barriers to servant leadership: Perceived organizational elements that impede servant leader effectiveness. Dissertation Abstracts International, 61 (05), 1935. (UMI 9974230)
Greenleaf, R. K. (1972). The institute as servant. Indianapolis, IN: The Robert K. Greenleaf Center Press.
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.
Greenleaf, R. K. (1996). On becoming a leader. San Francisco: Jossey Bass.
Greenleaf, R. K., Covey, S. R., & Senge, P. M. (2002). Servant leadership: A journey into the nature of legitimate power & greatness. Mahwah, NJ: Paulist Press.
Klenke, K. (2003). The “S” factor in leadership education, practice, and research. Journal of Education for Business, 79(1), 56–61.
Lynham, S., & Chermack, T. (2006). Responsible leadership for performance: A theoretical model and hypotheses. Journal of Leadership & Organizational Studies, 12(4), 73–88.

Spears, L. C. (2002). Focus on leadership: Servant-leadership for the twenty-first century. New York: Wiley.
Spears, L. C. (2004). Practicing servant leadership. Leader to Leader, 34, 7–11.
Washington, R. R. (2007). Empirical relationships between theories of servant, transformational, and transactional leadership. Academy of Management Proceedings, 1–6. Retrieved December 13, 2007, from Business Source Complete database.