Building a Competency-Based Mba From the Ground Up: Curriculum Design and Program Delivery.

Belasen, Alan T.; Rufer, Rosalyn

doi:10.5465/ambpp.2007.26508154

Cited by 11 publications

(11 citation statements)

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“…Much of this attention has focused on the wide applicability of the CVF as a diagnostic and development tool with particular attention to cultural variables (Cameron & Quinn, 2007;Garman, 2006;Igo & Skitmore, 2006), human resource development (Belasen & Frank, 2004;Panayotopoulou, Bourantas, & Papalexandris, 2003), and the relationships between leadership roles and management education (Belasen & Rufer, 2007). Other directions of research came from investigations that set out to modify the CVF configuration to include an additional role (Vilkinas & Cartan, 2001, justification for the reordering of the CVF roles within each quadrant (Belasen & Frank, 2005;Denison et al, 1995), and variation in emphasizing particular roles depending on situational contingencies (Hooijberg, Bullis, & Hunt, 1999;Hooijberg & Choi, 2000).…”

mentioning

confidence: 99%

A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

Belasen

Frank

2010

Atlantic Journal of Communication

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A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

Belasen

Frank

2010

Atlantic Journal of Communication

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“…Establishing respectful and mutual learning practices is central to enabling Indigenous learners to safely share their prior knowledge and lived experiences which contributes to the productivity of the learning environment. This environment also allows for participants to set boundaries and expectations of the cohort (Belasen and Rufer, 2007). Producing a safe and inclusive environment encourages students towards feeling a strong sense of belonging.…”

Section: Discussionmentioning

confidence: 99%

Integrating andragogical philosophy with Indigenous teaching and learning

Gainsford

Evans

2020

Management Learning

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Recent Australian research has identified that the success of an Indigenous business greatly relies on the business acumen of its owner. Whilst business education offered through Business Schools is seemingly open to all, Indigenous Australian participation in these educational offerings have been low. In contrast the number of Indigenous businesses emerging in Australia over the past decade is building a demand for Indigenous specific business education offerings. The MURRA Indigenous Business Master Class at Melbourne Business School is such an example of an Indigenous business education program. We discuss how this program implements an andragogical philosophy into the Indigenous teaching and learning approach of business education to take into consideration an individual’s cultural and business knowledge to contextualise business learning. This paper identifies a framework of andragogy principles that contributes to the learning environment for Indigenous entrepreneurs. We identify four key learning principles and offer an evidence based model to progress business education. Through well designed Indigenous business education, business education can provide Indigenous entrepreneurs with an effective learning environment that integrates their cultural identity, highlights Indigenous knowledges and allows for the development of skills to support self-determination practices.

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“…A representative sample of successful mid-to-upper-level managers was selected from a pool of nearly 300 managers participating in a competency-based MBA (Belasen and Rufer, 2007). These managers received a cover letter stating the research objectives and providing instructions about the instruments.…”

Section: Research Design and Methodologymentioning

confidence: 99%

“…The competing values framework (CVF) of managerial leadership has recently received renewed attention from organizational researchers and leadership development scholars (Belasen, 2007;. Much of this attention has focused on the wide applicability of the CVF as a diagnostic and development tool with particular attention on cultural variables (Garman, 2006;Igo and Skitmore, 2006), human resource development (Belasen and Frank, 2004;Panayotopoulou et al, 2003) and the relationships between leadership roles, personal growth, and organizational effectiveness (Belasen and Rufer, 2007;.…”

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confidence: 99%

Competing values leadership: quadrant roles and personality traits

Belasen

Frank

2008

Leadership &Amp; Organization Development Journal

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PurposeThe purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.Design/methodology/approachA survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.FindingsThe results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.Research limitations/implicationsThis study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.Practical implicationsThe new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.Originality/valueThe paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.

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Building a Competency-Based Mba From the Ground Up: Curriculum Design and Program Delivery.

Cited by 11 publications

References 0 publications

A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

Integrating andragogical philosophy with Indigenous teaching and learning

Competing values leadership: quadrant roles and personality traits

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