50The goal of the Symposium is to bring researchers and practitioners together to seek out and build common frameworks for discussion. We hope to provide a meeting ground for dialogical discourse among diverse approaches to leadership theory and practice, with an eye to developing models for implementation.In this issue, we honor the memory of Dr. Dean Fish by publishing excerpts from his dissertation, A Study of Entropy in Post-Merger and Post-Acquisition Integration, edited by his mentor, Dr. Sandy Kolberg.
A study of Entropy in Post-Merger and Post-Acquisition IntegrationThis hermeneutic phenomenological study explored the con-
DEAN ELDON FISH (1956-2007) A Tribute to Knowledge in LeadershipBeing a part of an award-winning dissertation is exciting and rewarding. Watching the study take shape and seeing the possibilities for how the resulting information could influence the way leaders make changes to organizational practices is the hope of any dissertation mentor and committee member involved. Such is the case with the work of Dean Fish, DBA (2007). No one expected Dean would pass on so quickly after completing his study and dissertation; yet he died on October 16, 2007. It was Dean's desire that his model of entropy would change the way leaders would approach post-merger and postacquisition integration. It is probably too soon after the publication of his original work to see application from his model produced either practically or in research. It is not too soon to explore those possibilities from leaders in the field of mergers and acquisitions, other academics, and practitioners. Given this framework as a background, it is my pleasure to propel his work forward within this symposium presentation, and the responses it may elicit. A series of verbatim excerpts from the dissertation follow that provide the background for the reader to understand the context of the resulting model. To preserve the authenticity of the actual dissertation, the corresponding subheader from the original work identifies each area below.
Workplace bullying is a phenomenon in American and Canadian organizations that has been ignored for many years and as a result targeted employees are suffering [1][2][3]. Workplace bullying is at epidemic proportions with little done to address the issue. The workplace for bullied employees has become an uncivilized and hostile environment [4]. Leaders who embrace a rational self-interested approach to leading are contributing to the workplace bullying phenomenon. Using Chi Square tests of independence, the study was conducted to determine the extent to which rational self-interested leaders rely on bullying behaviors when interacting with employees. Three hundred fifty-five employees were asked to complete a survey consisting of fifteen bullying behavior statements. The results of the Chi Square tests indicate a significant relationship exists between employee demographics vs. certain bullying behaviors associated with threats to personal standing, professional status and destabilization. The results further reveal that rational self-interested leaders are relying on bullying in three areas: threat to personal standing, threat to professional status and destabilization. It was also noted that if the rational self-interest leader did not make changes the problem of workplace bullying would continue to escalate. The recommendation was that rational self-interested leaders could benefit by changing their perspective on employees to include more personal and humane treatment, rewards, and recognition.
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