The respective journals have given me permission to share the papers below. They are free to download but please respect the copyrights.
Spiritual Leadership as a Model for Performance Excellence: A Study of Baldrige Award Recipients
2017 | with Louis Fry, Sharon Clinebell, and Keiko Krahnke | Journal of Management, Spirituality, and Religion | Vol 14, Iss 1 | The purpose of this research was to test a dynamic relationship between the revised spiritual leadership model, consisting of inner life, spiritual leadership (comprised of hope/faith, vision, and altruistic love), spiritual well-being (i.e. a sense of calling and membership), and key organizational outcomes in a sample of Baldrige Performance Excellence Program award recipients. With structural equation modeling, results revealed a positive and significant relationship between spiritual leadership and several outcomes considered essential for performance excellence, including organizational commitment, unit productivity, and life satisfaction. | Read More
Exploring What it Is Like to Work For a Servant Leader: Perspectives of Three Generational Cohorts
2015 | with Tatiana Zimmerer | International Leadership Association Annual Conference | Barcelona, Spain | October 16 | This paper presents a qualitative analysis of 25 interviews with followers who work for servant leaders based on their servant leadership survey scores of 4.0 or higher. Interviews are divided between three generational cohorts – Baby Boomers, Generation X, and Generation Y. | Read More
Health Care Performance Excellence: A Comparison of Baldrige Award Recipients and Competitors
2015 | with Ron Schulingkamp | Quality Management Journal | Vol 22, Iss 3 | This paper tests 39 hypotheses comparing standard CMS process of care measures, patient experience measures (HCAHPS), and the outcomes of care measures between 34 Malcolm Baldrige Award Health Care recipients and 153 competitors within a 50-mile radius. | Read More
One Size Fits All: Servant Leadership an Effective Approach for All Generations
2014 | with Tatiana Zimmerer | Paper presented at the 74th Annual Meeting of the Academy of Management | Philadelphia | August 3rd | Based on the MANOVA results, there appears to be little need to use differentiated leadership approaches to accommodate specific generational cohort leadership preferences when applying servant leadership principles | Read More
Spiritual Leadership as a Model for Implementing the Baldrige Performance Excellence Criteria
2014 | with Louis (Jody) Fry, Sharon Clinebell, & Keiko Krahnke | Paper presented at the 74th Annual Meeting of the Academy of Management | Philadelphia | August 3rd | Using structural equation modeling (SEM), results revealed a positive and significant relationship between spiritual leadership and organizational commitment, unit productivity, and life satisfaction | Read More
Leadership for Quality and Innovation: Challenges, Theories, and a Framework for Future Research
2014 | Perspectives Paper | Quality Management Journal | Vol 21, Iss 1 | This perspectives paper discusses current issues facing leaders, what researchers and practitioners know about leadership theory and practice, and what they need to know to improve leadership in the future | Read More
How Much Does Your Organization Weigh?
2013 | Innovation | Vol 32, Iss 2 | Journal of the Industrial Designers Society of America (IDSA) | This article addresses three main ideas: learning to create better organizations; leader as a designer; and organization system design. The article is based on the organization systems design framework that is described in much greater detail in the 2012 management system design paper | Read More
A Framework for Leading the Transformation to Performance Excellence Part I: CEO Perspectives on Forces, Facilitators, and Strategic Leadership Systems
2013 | Quality Management Journal | Vol 20, Iss 2 | This is the first in a series of two articles that describe the results of a qualitative, multiple case study that used grounded theory methods based on in-depth interviews with 14 CEOs who led successful organization transformations resulting in recognition as a Malcolm Baldrige National Quality Award recipient | Read More
A Framework for Leading the Transformation to Performance Excellence Part II: CEO Perspectives on Leadership Behaviors, Individual Leader Characteristics, and Organizational Culture
2013 | Quality Management Journal | Vol 20, Iss 3 | This is the second in a series of two articles that describe the results of a qualitative, multiple case study, that used grounded theory methods based on in-depth interviews with 14 CEOs who led successful organization transformations, resulting in recognition as a Malcolm Baldrige National Quality Award recipient | 2014 Gryna Award paper | American Society for Quality (ASQ) | Read More
Insights on the Future of Quality Management Research
2013 | James Evans & the QMJ Editorial Board | Quality Management Journal | Vol 20, Iss 1 | This paper is a collection of thoughts from Jim Evans the outgoing QMJ Editor and several QMJ Editorial Board members including myself. If you are looking for a research topic in the area of quality management, I highly recommend this paper and the other papers in this issue of QMJ. My small contribution is the section labeled “Cross-disciplinary Research” pp. 51-52 | Read More
CEO Attitudes and Motivations: Are They Different for High Performing Organizations?
2012 | with Milan Larson, Charles (Chuck) Appleby, & Carl Harshman | Quality Management Journal | Vol 19, Iss 4 | 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 | Read More
Management System Design for Sustainable Excellence: Framework, Practices, and Considerations
2012 | Quality Management Journal | Vol 19, Iss 2 | Building on practice, action research, and theory, this paper presents a framework and approach for the design of management systems that create sustainable value for multiple stakeholders. This positive approach to design builds on a foundation of Baldrige-based performance excellence concepts and principles and integrates aspects of systems theory, design thinking, appreciative inquiry, and sustainability to design management systems that integrate the perspectives of economic, environmental, and social stakeholders | 2013 Gryna Award paper | American Society for Quality (ASQ) | Read More
Latham’s Response to Commentaries
2012 | Quality Management Journal | Vol 19, Iss 2 | Invited Response to Commentaries | This is my response to three commentaries that were written and published in QMJ Vol. 19 Issue 2 titled: Commentaries on “Management System Design for Sustainable Excellence: Framework, Practices, and Considerations” by John R. Latham, Monfort Institute at the University of Northern Colorado, by: Steve Hoisington, President, Electro-motive Diesel and Locomotive Company (PTY) LTD; David Spong, The Boeing Company (Retired); and Lawrence Fredendall, Clemson University | Read More
Exploring Indicators of One’s Ability to Identify Opportunities for Corporate Improvement
2012 | with Jim Mirabella | Journal of Global Business Management | Vol 8, Iss 1 | This paper explores the effects that individual and organizational factors have on the ability of employees to recognize opportunities for improvement (OFIs) in their workplace environment. This research rests on the general assumption that a critical element of continuous improvement is recognizing the need for it | Read More
Complex System Design: Creating Sustainable Change in the Mortgage-Finance System
2009 | Commentary | Quality Management Journal | Vol 16, Iss 3 | This paper is one of four commentaries on Paul Zipkin’s article “Quality Snags in the Mortgage-Finance Supply Chain” all found in the 2009 Quality Management Journal 16(3). This commentary offers several thoughts on some of the systems issues associated with implementing and sustaining the changes that Zipkin recommends. The commentary is divided into three main sections: (a) system design issues; (b) regulatory and market failures; and (c) leadership and learning | Read More
Leadership System Design for Sustainable Excellence: CEO Perspectives
2009 | Business as an Agent of World Benefit: Manage by Designing in an Era of Massive Innovation | Academy of Management and United Nations Global Compact | Case Western University | Cleveland | June 2-5 | This conference paper builds on professional leadership and management system design practice and in-depth interviews with CEOs to develop a theoretical foundation for the design of “custom” leadership systems that facilitate the transformation of organizations to create sustainable value for multiple stakeholders. | Download Paper
Building Bridges between Researchers and Practitioners: A Collaborative Approach to Research in Performance Excellence
2008 | Quality Management Journal | Vol 15, Iss 1 | This paper describes a collaborative approach initiated by the Monfort Institute at the University of Northern Colorado to engage high-level practitioners of performance excellence and academic researchers to: (a) identify the external and internal dilemmas facing practitioners in high-performing organizations; (b) develop a purposeful research agenda that addresses both the needs and interests of practitioners and researchers; and (c) develop a concept of operations to address the research agenda | Read More
Performance Excellence in Higher Education: One Business School’s Journey
2007 | with Joe Alexander & Tim Jares | Palmetto Review | Vol 10 | This paper explores the 20-plus year performance excellence journey of the Monfort College of Business at the University of Northern Colorado. A qualitative case study approach has been used to identify and describe the key factors and practices that have led to success, including the Malcolm Baldrige National Quality Award in 2004. A model is proposed that links the key enablers with program design and delivery and program management and improvement to the associated results | Read More
Program Leadership and Management System Assessment and Design
1998 | Paper presented at the Scitor Corporation T3: Tools, Techniques, and Technology Conference | Proceedings | Tapatio Cliffs, Arizona | June | This paper describes the technique of assessment using non-prescriptive criteria to understand, evaluate, and improve management systems. This technique can be used internally or externally to assess and improve the effectiveness of any program management system/office | Download Paper
Visioning: The Concept, Trilogy, and Process
1995 | Quality Progress | Vol 28, Iss 4 | One of 4 common characteristics of Malcolm Baldrige National Quality Award recipients is that all had a vision of what quality was and how they would achieve it (Hodgetts, 1993). A vision is an essential element in organizational success. It provides direction and drives everything that is done in an organization. The visioning concept, vision trilogy, and the 8-step visioning process bridge the gap so a vision can be any organization’s key to success | Read More
A Systematic Approach to the Unit Self-Assessment: 24 Steps to a “Connected” Report
1995 | Paper presented at the Quality Air Force Symposium and Expo | Proceedings | Montgomery, Alabama | October | This paper presents a systematic approach to applying the Baldrige criteria to a U.S. Air Force organization. After a brief review of the self-assessment process, this paper presents a 24-step approach to conducting the assessment “Item-by-Item” | Download Paper
Healthcare Information Systems for the Future: The Leadership Challenge
1995 | Paper presented at the Quality Air Force Symposium and Expo | Proceedings | Montgomery, Alabama | October | Inspired by the strategic planning efforts of Tripler Army Medical Center, Honolulu, Hawaii, this paper conceptualizes the design of a patient-focused information system. Starting with the needs of the organization and senior leadership involvement, the discussion includes: the role of management’s philosophy, the mission/vision, and strategic planning | Download Paper
