Papers by Carl Harshman
This paper explores the background to and process of quality circles as well as the implications ... more This paper explores the background to and process of quality circles as well as the implications of circles for training. In the-first secticn, the emergence and growth of quality circles in Japan and the United States are traced. Next, the theoretical and conceptual bases of quality circles are examined, while section 3 FUNDING INFORMATION
Quality Control and Applied Statistics, 2013
This article details the findings from an exploratory, mixed-method, multiple case study on the m... more This article details the findings from an exploratory, mixed-method, multiple case study on the motivational and attitudinal patterns (MAPs) of CEOs who have led successful organization transformations. The paper identifies six differentiating MAPs based on the analysis of results from the iWAM survey and in-depth interviews with Baldrige Award recipient CEOs. Using quantitative and qualitative analysis methods, the authors found that CEOs from Baldrige Award recipient companies have six identifiable differences when it comes to motivation and attitudes associated with their role of transforming organizations to achieve performance excellence including: need to drive continuous evolution, high focus on systems, low need for sole responsibility, high focus on learning from the past, high focus on information, and low tolerance for actions that are inconsistent with the values of the organization. These six patterns are consistent with the Baldrige Criteria for Performance Excellence. Implications of these findings also serve as a facilitator for the development of leaders of performance excellence, as well as future research directions.
Journal of College Student Personnel, Feb 28, 1974
A stratified sample of student personnel workers in four types of higher education institutions r... more A stratified sample of student personnel workers in four types of higher education institutions responded to the Institutional Goals Inventory. The results were analyzed in terms of student personnel workerso perceptions of present goals, preferred goals, and discrepancies between the two. The results revealed marked differences among types of institutions on present goals profiles (as predicted) and a great deal of similarity among all types of institutions on preferred profiles, especially for student development goals and institutional process goals. Findings frcm the study were used to describe some implications for, and directions of, student affairs in the different types of institutions.
Journal of Non-White Concerns in Personnel and Guidance, 1974
There is increasing evidence that motivational and attitudinal patterns (MAPs) may have a strong ... more There is increasing evidence that motivational and attitudinal patterns (MAPs) may have a strong effect on performance outcomes.
This small research project used a sample of effective leaders from a variety of organizations to study their motivational and attitudinal patterns. The selection of the sample was based on long-term consulting relationships (> 3 years) with the leaders all of whom had completed the Inventory for Work Attitude and Motivation (iWAM) as part of their leadership development program.
The original intention was to identify if there were consistent strong MAPs in these leaders' profiles. We identified seven MAPs that were consistent across the groups.
In the course of the study, we also noticed that there were a number of weak patterns (defined as below 30% relative) for these leaders.
The conclusion from this exploratory study is that effective leadership may engender both some strong (things we want to do) and some weak (things we don't want to do) patterns.
Although motivational and attitudinal patterns are influenced by context and role, there is some evidence of consistency of certain patterns across contexts when looking at leadership effectiveness.
Note: This is a very loosely structure study, but the experience of the researcher in selecting candidates and knowing the iWAM assessment is sufficient to provide a starting point for future research.
The Inventory for Work Attitude and Motivation (iWAM) is an online assessment that measures motiv... more The Inventory for Work Attitude and Motivation (iWAM) is an online assessment that measures motivational and attitudinal patterns (sometimes referred to as "metaprograms"). The publisher of the iWAM, jobEQ, creates reference groups for each country based on individuals who have taken the test.
The standard group is operationally defined as -1 to +1 standard deviations of the group. The standard group, translated in the results as a "relative percent" gives the test-taker an indication of how she or he compares to the reference group for the country. Guidelines are available for how to interpret the relative percent score.
The standard group report is based on a comparison of the country's workforce data (in the case of the U.S., the Department of Labor statistics were used) with the iWAM test-taker demographics.
This report is the documentation for the U.S. 2007 Standard Group.
The paradigm of work and the formal organizations within which people work are changing. Trends i... more The paradigm of work and the formal organizations within which people work are changing. Trends in organizations include less hierarchy, integrated structures, empowered employees, teams and teamwork, labor-management partnerships, and myriad other changes. Underlying all these changes is a new emphasis on values regarding how organizations function. Among the critical organizational functions to which the values framework applies is communication.
Page 1. The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior C... more Page 1. The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior Carl L. Harshman ... The general question in the search for understanding is: What role does the individual play in untangling the Gordian Knot of ethical behavior? ...
Research in Ethical Issues in Organizations, 2000
The Journal of Higher Education, 1981
Journal of business ethics, 2008
Page 1. The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior C... more Page 1. The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior Carl L. Harshman ... The general question in the search for understanding is: What role does the individual play in untangling the Gordian Knot of ethical behavior? ...
Teaching Documents by Carl Harshman
This paper addresses potential test-taker objections to the Inventory for Work Attitude and Motiv... more This paper addresses potential test-taker objections to the Inventory for Work Attitude and Motivation (iWAM) assessment results. The work is based on nearly two decades of work with and research on the iWAM and is aimed at helping professionals who use the tool work through interpretation issues with clients.
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Papers by Carl Harshman
This small research project used a sample of effective leaders from a variety of organizations to study their motivational and attitudinal patterns. The selection of the sample was based on long-term consulting relationships (> 3 years) with the leaders all of whom had completed the Inventory for Work Attitude and Motivation (iWAM) as part of their leadership development program.
The original intention was to identify if there were consistent strong MAPs in these leaders' profiles. We identified seven MAPs that were consistent across the groups.
In the course of the study, we also noticed that there were a number of weak patterns (defined as below 30% relative) for these leaders.
The conclusion from this exploratory study is that effective leadership may engender both some strong (things we want to do) and some weak (things we don't want to do) patterns.
Although motivational and attitudinal patterns are influenced by context and role, there is some evidence of consistency of certain patterns across contexts when looking at leadership effectiveness.
Note: This is a very loosely structure study, but the experience of the researcher in selecting candidates and knowing the iWAM assessment is sufficient to provide a starting point for future research.
The standard group is operationally defined as -1 to +1 standard deviations of the group. The standard group, translated in the results as a "relative percent" gives the test-taker an indication of how she or he compares to the reference group for the country. Guidelines are available for how to interpret the relative percent score.
The standard group report is based on a comparison of the country's workforce data (in the case of the U.S., the Department of Labor statistics were used) with the iWAM test-taker demographics.
This report is the documentation for the U.S. 2007 Standard Group.
Teaching Documents by Carl Harshman
This small research project used a sample of effective leaders from a variety of organizations to study their motivational and attitudinal patterns. The selection of the sample was based on long-term consulting relationships (> 3 years) with the leaders all of whom had completed the Inventory for Work Attitude and Motivation (iWAM) as part of their leadership development program.
The original intention was to identify if there were consistent strong MAPs in these leaders' profiles. We identified seven MAPs that were consistent across the groups.
In the course of the study, we also noticed that there were a number of weak patterns (defined as below 30% relative) for these leaders.
The conclusion from this exploratory study is that effective leadership may engender both some strong (things we want to do) and some weak (things we don't want to do) patterns.
Although motivational and attitudinal patterns are influenced by context and role, there is some evidence of consistency of certain patterns across contexts when looking at leadership effectiveness.
Note: This is a very loosely structure study, but the experience of the researcher in selecting candidates and knowing the iWAM assessment is sufficient to provide a starting point for future research.
The standard group is operationally defined as -1 to +1 standard deviations of the group. The standard group, translated in the results as a "relative percent" gives the test-taker an indication of how she or he compares to the reference group for the country. Guidelines are available for how to interpret the relative percent score.
The standard group report is based on a comparison of the country's workforce data (in the case of the U.S., the Department of Labor statistics were used) with the iWAM test-taker demographics.
This report is the documentation for the U.S. 2007 Standard Group.