Pragmatism and Personalism in Post-Merger Leadership: Lessons From the Founding of Lulac

Humphreys, John H.; Pane-Haden, Stephanie; Oyler, Jennifer D.; Cooke, Jack; Zhao, Dan

doi:10.5465/ambpp.2011.65869121

Cited by 1 publication

(8 citation statements)

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“…When examining the leadership styles exhibited by the founders of LULAC, charismatic, ideological and pragmatic approaches are revealed (Humphreys et al , 2012), which falls in line with the CIP (charismatic, ideological and pragmatic) model proposed by Hunter et al (2009). The most instructive lesson that can be derived is that leadership must change as the organization changes and that the context in which the organization is operating will impact how that leadership should change (Humphreys et al , 2012). Humphreys et al (2012) previously supported this assertion by analyzing the LULAC archives.…”

Section: Resultsmentioning

confidence: 59%

“…The most instructive lesson that can be derived is that leadership must change as the organization changes and that the context in which the organization is operating will impact how that leadership should change (Humphreys et al , 2012). Humphreys et al (2012) previously supported this assertion by analyzing the LULAC archives.…”

Section: Resultsmentioning

confidence: 99%

“…Orozco (2009) identified 11 men as founding fathers of LULAC, but Manuel Gonzales (OKA – San Antonio), Alonso Perales (LLAC – South Texas) and Ben Garza (OSA – Corpus Christi) occupied the top leadership positions in their respective organizations (League of United Latin American Citizens, 2010) and actively forged the way to a successful merger into a single social movement organization (Humphreys et al , 2012). While Gonzales represented an ideological leader, if applying the CIP framework (Hunter et al , 2009), he also possessed charismatic attributes (Humphreys et al , 2012). Applying the CIP model (Hunter et al , 2009), Perales was clearly a charismatic leader (Humphreys et al , 2012) who was a “magnificent orator” that “spoke with great enthusiasm” to convey a persuasive vision (Orozco, 2009: 113).…”

Section: Resultsmentioning

confidence: 99%

“…While Gonzales represented an ideological leader, if applying the CIP framework (Hunter et al , 2009), he also possessed charismatic attributes (Humphreys et al , 2012). Applying the CIP model (Hunter et al , 2009), Perales was clearly a charismatic leader (Humphreys et al , 2012) who was a “magnificent orator” that “spoke with great enthusiasm” to convey a persuasive vision (Orozco, 2009: 113). However, it was Garza who was unanimously elected as the first president of LULAC (Garza, Album 2).…”

Section: Resultsmentioning

confidence: 99%

“…Thus, we include it for the profound influence on the other elements. Moreover, previous research examining the rise of the Hispanic Civil Rights movement and the founding of LULAC specifically analyzed the role of leadership in engendering follower identification with the movement (Humphreys et al , 2012).…”

Section: Social Movements: Common Elementsmentioning

confidence: 99%

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Lessons for green management from the Hispanic Civil Rights movement: a pseudo-gap analysis

Haden

Randolph-Seng

Hasan

et al. 2021

JGR

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Purpose Although green management has gained legitimacy as a sustainable business practice, little is known about the elements that will lead to the long-term success of the movement. To identify these elements, this study aims to review the existing literature on social movements and analyzes archival data from a specific social undertaking, the Hispanic Civil Rights movement in the USA. Design/methodology/approach A historiographical approach was used in which systematic combining used abductive logic to developed a provisional framework based on the interpretation of secondary sources of data concerning the Hispanic Civil Rights movement. Subsequently, an ethnomethodologically informed interpretation of primary data based on the League of United Latin American Citizens (LULAC) archives refined the provisional framework. Findings The authors identified common elements that are critical to the success of social movements, as supported by both secondary data on the Hispanic Civil Rights movement and primary data based on the LULAC archives. These elements consist of: ideology, identity, mobilization, goals, leadership and integration. Using these results, a pseudo-gap analysis approach was completed by systematically comparing the interpretive data with current knowledge of the green management movement to identify the missing gaps and to offer guidance for further development of green management as a contemporary movement. Social implications Applying the lessons learned from social movements will help the development and prosperity of the green movement in current business organizations. Such applications are important, given that local and global environmental crises can have profound implications on ecosystems, economics and social systems. Originality/value Social movements are an important means by which societal concerns such as injustices are addressed. By identifying the important elements needed for the green management movement to be successful in the long term, managers will know where to put their efforts. Such actions may help environmental awareness in business organizations to become more than a fad or marketing tool.

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Section: Resultsmentioning

confidence: 59%

Section: Resultsmentioning

confidence: 99%