Leadership=Motivation=Innovation+Productivity : Get ready for the latest global challenges. Kathleen Brush, 2011 (Paperback). Lexington, KY, USA (251 pp. ISBN 978-0-9828823-1-3).

Leadership=Motivation=Innovation+Productivity:

Get ready for the latest global challenges.

KathleenBrush,2011（Paperback）.

Lexington,KY,USA（251pp.ISBN978−0−9828823−1−3）.



MosesYonggwanPark

1 Inherbook,KathleenBrusharguesthatbeinganeffectiveleadertodayrequires hardorfunctionalandsoftorbehavioralskills.Suchskillswillequipleadersforthe challengesofachievingcontinuousimprovementsininnovationandproductivityinafast paced,employee-centered,complexenvironmentsaturatedwithglobalissues.Thisbook isveryusefulforanyoneinterestedinaseriousengagementaboutgrowthbytackling innovationandincreasingproductivityamongthelatestglobalchallenges. Thebookhasfivesections:LeadershipandManagement,OrganizationalBehavior/ Motivation,Strategy,Integrity,andPartingThoughts.Eachsection’soverviewandmain arediscussedbelow. Inthefirstsection,Brushdiscussesthedifferencesbetweeneffectiveandineffective leaders.2_{Shepresentseffectiveleadersasthosehavingtheskillstomotivatetheirteams} tocontinuouslyimproveinnovationandproductivitywithinaworldoperatingatinternet speedsandfilledwithglobalchallenges.3_{Ontheotherhand,shedescribesineffective}

1_{ I have spent my sabbatical at Lawrence Technological University from September 1, 2010 to} August31,2011asavisitingscholar.Duringmysabbatical,IhaveattendedanMBAlectureentitled “Leadership&LeadershipDevelopment”（Spring2011）byDr.PattyCastelliattheuniversity. Thisreviewisrevisedversionsubmittedtotheprofessorasanassignmentaspermyviewpoint. I received some insights from Michael Dubois and Phillip Van Buren, who were in the same assignmentteam.IexpressmyappreciationtoDr.PattyCastelli,PhillipVanBuren,andMichael Duboisfortheirconsiderationandcooperationduringthewritingofthisbookreview.

2_{ Inherbook,Brushusestheterms“leadership”and“management,”and“leaders”and“managers”} interchangeably,whichrespectivelyimplyleadingandmanaging（Brush,2011:11−12）.

3_{ AccordingtoBrush,ourinterconnected,trade-friendlyworldisfilledwithopportunitiesandthreats} that every leader must manage, survey, and prepare for. The previous challenges involved in

leadersasthosewithoutsuchskills. Shecategorizeseffectiveleadershipintowho,what,when,where,andhow.First, sheidentifiesthecriterianecessarytobeaneffectiveleader,statingthatbecoming aneffectiveleaderisnotanaccidentorbirthright,andthatanyonewhoiswillingand passionateaboutlearningthepracticalapplicationofthecompulsoryhardandsoftskills continuouslyimprovingthemcanbeaneffectiveleader.

Second, Brush explains the“when”of leadership, using Daniel Goleman’s six

leadership styles（coercive, authoritative, affiliative, democratic, pacesetting, and

coaching）.4_{AccordingtoBrush,noonestylecanbeeffectiveforallcircumstances;}

rather,sheexplainsaneffectiveleadershipstyle,whichisacompositestyleoftheabove stylescombinedwitharangeofcompulsoryhardskillsandsomeadditionalsoftskills. Thiscompositestylewillprovideaskillfoundationformanagingtherangeofresponses everyleadercanusewhenfacedwithasituation.

Third, she presents the principles of Geert Hofstede and Gert Jan Hofstede’s,

Cultures and Organizations.5_{Whenleadersleademployeesoverseas,andmaximize}

motivation,innovation,andproductivity（MIP）,theymustadjusttheirbehaviorsto matchthesensibilitiesofthelocalculture. Fourth,accordingtoBrush,effectiveleadersguideandmotivatetheirteamsat presentandtowardamorepromisingfuture,thatis,theymaximizestakeholders’values. Theydothisbybuildingandsellinginnovative,marketableproductsandcontinuously improvingproductivityinsupportoftheirorganization’sobjectivesforgrowthand profitability. Fifth,Brushcategorizestherequiredskillsforaleaderintotwobroadcategories: hardandsoftskills.Hardorfunctionalskillspertaintowhatleadersneedtoknow,while softorbehavioralskillsprovideguidanceonhowtousethatknowledgeeffectively. Sheemphasizesthatleaderswithsufficientfunctionalknowledgecannotsucceedif theydonotknowhowtomotivateemployeestousethatknowledge,andviceversa. AccordingtoBrush,effectiveleadersmusthavesufficientknowledgewithintheglobal enteringforeignmarketsarenowfadingowingtorecentdevelopmentssuchastariffreductions, globallyaccessiblewebsites,e-commerce,anddoor-todoor,next-dayglobalcourierservices（Ibid: 231）. 4_{ Goleman,2000.} 5_{ Hofstede&Hofstede,2004.}

contextoffinanceandeconomics,marketing,humanresourcemanagement,corporate governance,informationtechnology,qualitymanagement,businesslaw,organizational behaviors,strategy,andintegritytoadequatelyperformalltheirresponsibilities.These leadersmustalsobesuitablyequippedwithsoftorbehavioralskills.Theseskillslaythe foundationforhowleaderscangrowandimprovetheirorganizations. Inthesecondsection,Brushmentionsthatthemostvaluableleadershipskillisthe abilitytounderstandhowemployeesarewiredandhowtheyareaffectedbydifferent catalysts.Thisskillwillenableleaderstomotivateanyemployeetocontinuallyimprove innovationandproductivitybyhelpingthemunderstandtheiremployees’behaviors. First,Brushexplainsthatorganizationalbehavioristhestudyofhumanbehaviors inorganizationalcontextsanditfacilitatesanunderstandingofthefactorsthatinfluence employeemotivationandconsequentlyimproveinnovationandproductivity.

Second, she argues that motivating employees is one of the most important

responsibilitiesofleaders;howeverwemaynevercompletelyunlockitsmysteries.6_

Brush then offers some insights she says they are key to unlock the mysteries of

employeemotivation:employeesaremotivatedbyleaderswithhardandsoftskills,7_ leaderswhoaremissingtheseskillsarenotrespected,unrespectedleadersconsequently affecttheirbusinessesinatoxicslipperyslopebyfailingtomotivatetheiremployeesto beinnovativeandproductive. Third,shestatesthathowemployeesaremotivatedvarybymotivationaltypes, motivationalneeds,andemployeeinclinations,thatis,understandingwhetheranemployee isachievementmotivated,affiliationmotivated,orcompetitionmotivated8_{;whattheir} 6_{ Thisisbecausehumansareverycomplicated,ever-changingbeings,andorganizationsaresimilarly} verycomplexsocialsystems.Therearenosinglerewardthatcanmotivateallemployees（Brush, op. cit.:81−82）. 7_{ Withqualitymanagement,employeesareinspiredbyleaderswhovigorouslymentorandencourage} them to partake in the development and execution of well-defined processes that will lead to continuousimprovementsininnovationandproductivity.Itisdemotivatingthough,foremployees toworkonproductsthatarenotinnovativeorcompetitiveandtoworkforaleaderwhoseesthe chaosthataccompaniesalackofprocessesasnormal（Ibid:84）.

8_{ DavidMcClellandidentifiedthreetypesofmotivationalneedsinhisbookThe Achieving Society（Free} Press,1967）:achievementmotivated,affiliationmotivated,andpowerorcompetitionmotivated. Brushappliesthemotivationaltypesasfollows:employeesarenaturallymotivatedbypoweror competition,achievement,oraffiliation.Appealingtothesemotivationscanyieldhugedividendsin productivityandinnovation（Brush,op. cit.:110−117）.

currentpersonalandprofessionalneedsarebasedonMaslow’shierarchyofneeds9_;and howtheyareessentiallywiredusingtheMyers-BriggsTypeIndicator（MBTI）10_or asimilarpersonalitytest.Thesetasksareindispensableforleaderstounlockseveral mysteriesoftheiremployees’motivation. Fourth,Brushexplainsthatleaderswhomasterorganizationalbehaviorarewell preparedconflictsinorganizations,11_{diagnosethecauseofconflictsthatsurface,and} implementresolutions.

Fifth, she argues that environmental events and industry forces can have a profoundinfluenceonemployeemotivation.Externaleventsarejustaslikelyasinternal eventstoposechallengestoanorganization’slongevity.Leaderswhounderstandhow externaleventsinfluencemotivationarewellontheirwaytounlockthemanymysteries ofemployeemotivation. Sixth,sheemphasizesthatitisthroughthevarioustypesofcommunications（i.e., verbalandnon-verbal,convertandovert,inphysicalandvirtualsettings）thatleaders inspireMIP.Itisthroughtheirwayofcommunicationthatleaderscanbedescribed aseffectiveorineffective.Leaderswhosecommunicationsarethoughtfullydeveloped, timely,honestly,persuasive,conveyedwithsensitivity,andeffectivelytransmittedwill seepositiveoutcomes. 9_{ ThehierarchyofneedswasdevelopedbyAbrahamHaroldMaslowinhispaper“ATheoryof} HumanMotivation,”whichwaspublishedinPsychological Review50（4）（1943:370−96）.Maslow studied the hierarchy through which human motivations generally ascend. He classified needs intothefollowingcategories,fromthelowesttothehighestinthehierarchy:physiological,safety, belongingnessandlove,esteem,andself-actualizationneeds. 10_{ BrushalsoarguesthattheMBTIhelpsleadersunlockothermysteriesofmotivation.Theintrovert/} extrovertbehavioralassessmentisusefulbecauseitexplainswhysomeemployeesreignwhile othersdonot.ThesecondMBTIbehavioralassessmentisintuition（N）andsensing（S）.S-type employeesarequantitativelyoriented,liveinpresent-dayreality,andarepracticalanddetailed.On theotherhand,N-typeemployeesarequalitatively-oriented,future-oriented,conceptual,innovative, pro-change,andprefersummariestodetails.ThethirdMBTIassessmentinvolvesdetermining whatapersonthinks（T）aboutthebusinessaspectsorwhatarehis/herfeelings（F）ofaffected employeeswhenmakingdecisions.T-typeemployeesthinkaboutlogicandconsistency,whileF-type employeesconsiderpeopleandspecialcircumstances.ThefourthMBTIassessmentisjudging（J） andperceiving（P）.J-typeemployeesprefermakingdecisions,workingwithschedules,andmeeting deadlines,whileP-typeemployeesprefertokeeptheiroptionsopen（Brush,op. cit.:124−131）. 11_{ AccordingtoBrush,organizationsareinnatehotbedsofconflictbroughtaboutbyissuessuchas} poorlydesignedstructures,flawedcommunications,roll-your-owngoals,on-the-flyprocesses,and limitedresources（Ibid:154）.

Seventh,Brushrevealsthataleader’sabilitytomotivateemployeesisdirectly

relatedtothesumofhisorherpowersources.12_{Thus,allleadersmustbevigilantin}

buildingandprotectingtheirsourcesofpower.Ifleadersfailtobuildpowersourcesand confrontchallengestotheirpower,theunimaginablecanhappen.

Eighth, she argues that micro-management is just one way to disempower employeesandcrippleMIP,placingunreasonablerestrictionsonhowworkiscompleted isanotherway.Shestronglyadvisesthatleadersmustbefullyempoweredtodotheir jobsinordertobeheldaccountable,andthattheymustpassonthisempowermentto theiremployeesinordertoreasonablyholdthemaccountable.

In section three, the topic focuses on strategy and the importance of strategic thinking. Brush offers essential insights for developing, validating, deploying, and supportingstrategies.Strategyistheskillthatallowsleaderstosortoutthecomplexities andchallengesthattheyfaceinordertomakeplanstoguidetheirteamsonapathon whichtheorganizationcannotlose.

Shestatesthattheelementsofthestrategyhierarchy,fromtoptobottom,are vision, mission, strategies, strategic objectives, and strategic plan. A vision is used to describe how leaders view the future of their industry and give employees a hypotheticalendgoalthatrealizesthisvisionreal.Amissiondescribestherolethat theorganizationwillplayinfulfillingitsvision,andismeanttobeabeaconthatguides anorganization’sgeneraldirectionwithinitsindustry.Astrategydefinesthepathsof innovationandproductivitythatanorganizationshouldtaketoachieveitsmission.The currentandfuturestrategiesidentifyhowanorganizationwillachieveitsobjectives, whilethestrategicobjectivesdefinethestrategiesthatmustbeachievedandidentify pathsthatmustbeavoided.13_{Finally,thestrategicplandefinesthetasksandschedules} 12_{ Brushexplainsthataleader’sactualpowerortotalpowerisderivedfromseveralsources:legitimate} power,rewardpower,coercivepower,referentpower,expertpower,professionalpowerandpolitical power.ThefirstfivepowerswereidentifiedbyJohnR.P.French,Jr.andBertramRavenintheir 1959article,“TheBasesofSocialPower”inD.CartwrightandA.Zander.Group Dynamics（New York:Harper&Row,1959）,whilethelasttwopowerswereaddedbyBrush（Brush,op. cit.:171）. 13_{ Brushcommentsthatwhendefiningobjectivesitisimportanttokeepafewthingsinmind.For} instance,theobjectivesmustbeachievable;theydonothavetobeeasilyachieved,butrather justachievable.Inaddition,leadersmustachievewhattheymeasure.Attheleast,theremust beobjectivesforincreasingrevenue,managingexpenses,increasingproductivity,andincreasing innovation（Ibid:203）.

thatneedtobeexecutedtorealizethestrategiesandachievethestrategicobjectives whileaccomplishingthemission.

AccordingtoBrush,strategy-weakleaderslookforbright,shinybulletssuchas acquisitionsandpartnershipstoconcealtheirfailuresandkeeptheirproductportfolios fresh and/ or open up new markets. Leaders who plan to pursue acquisitions and partnershipsmustresearchandvalidatetheirstrategies,similartoanyotherstrategy fortheirplanstobesuccessful.

Sheexplainsthatperenniallyhealthycompaniesareprocess-drivenorganizations led by process-oriented leaders who are walking-talking role models for continual processimprovement.Thestrategyprocessshedevisedisasimpletwo-partstrategy:（1） disinvestinmatureproductsandincreasetheproductivityoftheemployeesworking ontheseproductsand（2）increaseinvestmentsininnovationsfornew,introductory, developingproducts.

Brush comments on the information imparted through lifecycles,14_{ and advises}

leaderswhenandhowtochangeindustryandproductstrategies.Intheintroductory andgrowthphases,leadersusetheirskillstopromoteinnovationandgrowth.Inthe matureanddeclinephases,theirskillsarefocusedonloweringcostsandmaximizing profitabilitythroughincreasingproductivityandreducingexpenses. Insectionsfourandfive,Brushconcludesstatingtheimportanceofintegrityfor leadersandtherelationbetweenintegrityandeffectiveleadership.Shestatesthat thereisnothingmoredamagingtoMIPthanaleaderwithanintegrityproblem.15_She proceedstoexplainthatineffectiveleaderscaneasilyplacethemselves,theiremployees, andtheirorganizationonperilousfootingbybeingserialintegrityviolators.Further, Brushstatesthatwhenleadersdemonstrateanabsenceofskillsetsorpersonalintegrity suchasthroughunprofitablecontracts,scheduledelays,anddissatisfiedcustomers,they destroytheintegrityoftheveryorganizationstheylead. Overall,thebookisexcellentinthatitprovidesusefulandhelpfulinsights,tips,and

14_{ According to Brush, industries and products have lifecycles with four distinct phases: The} introductoryphasetriestoascertaintheproduct’sdispositionorpotential.Thegrowthphaseis chaotic,energetic,andthephasethatdemonstratestheproduct’smaximumpotential.Themature phaseistheexperienced,mellowedphase.Thedeclinephaseisthephasethatdetermineswhether theproductshouldbemaintained,harvested,ordiscontinued（Ibid:226）. 15_{ Brushsaysthatemployeesarenotinspiredbyleaderswithintegrityissuesaswellasbythosewith} skillsetdeficienciesandbyorganizationswithdiminishedintegrity（Ibid:247）.

knowledgeongloballeadershipbasedonBrush’ssignificantexperienceasaturnaround executiveandglobalbusinessconsultantintheUSandabroadsince1991.Thevarious examplesoranecdotesshegivesareveryusefulforglobalbusinesses;theyserveasa prescriptionforgloballeadership,especiallyonhowleaderscanwinstraightvictories bymotivatingtheiremployeestocontinuouslyinnovateandbeproductiveinaglobal environmentthatoperatesatlightning-fastspeeds,andhowtheirorganizationscan succeedtodayandtomorrow.Thisbookprovidesveryusefulinsightsonhowleaders canmotivateemployeesandunlockthemanifoldmysteriesofemployeemotivationin ordertodrivethehighestlevelsofMIPbyeliminatingsourcesofdemotivation,knowing how to acquire, build, and keep their sources of power, and knowing how to align rewardstodesiredemployeebehaviors.Thisbookalsoprovidesguidanceforleadersto manageandleverageglobalcomplexityandtomoveinafast-pacedworld.Thisbook talksabouthoweffectiveleadersthinkstrategically,whentheyshouldbuildoracquire strategiccomponents,theimplicationsofproductsandindustrylifecycles,howthey canglobalizestrategies,andhowtheycancompetentlycreateandexecuteastrategy process.IagreewithBrush’semphasisonintegrityasafirmfoundationforthe21st_ century,whichshouldbeimplementedthroughtheireffectiveleadership.

Despite the book’s many strong points, it has several limitations, particularly

regardingthefurtherdeploymentofthetheoryofgloballeadership,whichIdiscussin detailbelow. First,althoughBrushmentionsthedisadvantagesofmicro-managementandthe importanceofempowerment,shearguesforeffectiveleadershipandmanagementfrom theviewpointofpowerleadershipbecauseshestilldoesnothaveenougharguments fromtheviewpointofserviceleadership.Fromtheviewpointofserviceleadership, leadersconsider,stand,raise,andsupporteverymemberoforganizationsothatheor shecangrowandmeetnewchallengesinthefutureduringwhichheorsheinnovate andraiseproductivity.16 Second,Brushdoesnotdifferentiateleadershipfrommanagement;shesuggests thatargumentsordebatesaboutthedifferencesbetweenleadershipandmanagement arenonsensicalbecauseleadersleadpeopletocompleteprojects,andmanagersmanage 16_{ Keith,2009:14;Park,2012.}

projects by leading people.17_{ Although her opinion is reasonable, and I agree that} leadershipandmanagementtogetherareimportant,Ithinkthatthedistinctionbetween

leadershipandmanagementsuchasthosebyKotter18_andBennis19_{areimportant.The}

distinctionbetweenleadershipandmanagementhelpusgainabetterunderstandingof greatleadershipandenableustoreflectonourownbehaviors.

The third limitation concerns her formula for leadership（i.e., leadership = motivation = innovation + productivity）. The formula is clearly understandable; it equates leadership with motivation and raising innovation and productivity. Nevertheless, this formula raises the following questions: Is leadership completely thesameasmotivation?Canleadershiponlybeachievedbyraisinginnovationand productivity?Thesequestionsstemfromthefactthatleadershipnotonlyimproves productivity or efficiency but also includes other aspects such as the growth and maturityofthepersonalityofthefollowers,improvementinthequalityoflife,and trainingthenext-generationleader.Further,Ithinkthatleadershipconcernsnotonlya

short-termpurposesuchastheorganization’sachievementbutalsoalong-termpurpose

suchasshowingthedirectionorvisionoftheorganization.

Fourth, the book is divided into five sections. I would say that section one is the theoretical portion while the other four sections are applications of the theory. AlthoughBrushdevotessignificantspacetosectionsone,two,andthree,shedevotes comparativelylessspacetosectionsfourandfive.Therefore,Iwouldsaythatthereis animbalanceinthetreatmentofthedifferentsectionsofthebook.20 Fifth,althoughthebookhaspracticalandsubstantialsignificanceowingtothe prescriptionsbasedonherreal-lifeexperiences,thebookdoesnotnecessarilycontribute tothedevelopmentofleadershiptheoriesbecausethebookisnotatreatisebutrather sharesinformationforeveryleader,asBrushsayssoherself.21

Sixth,althoughIcanagreewithBrush’sopinionthatMaslow’shierarchyofneeds

helpsleadersunlockothermysteriesofemployeemotivationandpredictthebehaviors 17_{ Brush,op. cit.,11.} 18_{ Kotter,1996;Kotter,1999.} 19_{ Bennis,2003.} 20_{ Sectionsone,two,andthreeare62pages,115pages,and46pageslong,respectively,whilesection} fourisonly12pages. 21_{ Brush,op. cit.:7,25.}

ofemployees,wealsohavetoconsiderthatMaslow’shierarchyofneedshassome

limitationsorcriticisms.22_{Forexample,somepeopleconsidersocialneedstobemore}

importantthanotherneeds,whileotherschoosetofulfillself-actualizationneedsatthe expenseoftheirneeds.

Seventh, although Brush’s argument that leaders must consider industry and

product lifecycles, as shown in her statement“many US leaders who are brilliant whenitcomestoproductinnovationsthatsellwellintheintroductoryandgrowth phases, but who are skill-deficient at increasing productivity, which is required to

succeedinthematureanddeclinephases,”23_{isrelevantandreasonableintheageof} stabilityandcontinuity,Ithinkthatthetheoryisnotalwaysrelevantandreasonable. Thisisbecauseproductinnovationsratherthaninnovatingproductionarerequired torespondtotheinstabilityanddiscontinuityofchangesintheglobalsociety.Take thecaseofSonyCorporation,forexample.Untilrecently,SonyCorporationhasbeen innovatingincrementallyandprosperingsinceputtingtheWalkmanonthemarketin 1979.However,thecompanyiscurrentlyfacingproblemswithitscompetitor,Apple, themakersofiPod.Further,theSonybrandvalueisalsofacingstiffcompletionwith SamsungElectronics.Ithinkthatinnovatingproductionisinsufficient,andthatproduct innovation is required more than anything else during instable and discontinuous

changesintheglobalsociety.24

Eighth,althoughIagreewithBrush’sargumentthateffectiveleaderswhowant

tomotivatetheirteamstomaximizeinnovationandproductivityhavetounlockthe mysteries of employee motivation, organizational behaviors, environmental factors, strategicknowledge,andintegrity,Idonotthinkthatthebooknecessarilyprovides

effective prescriptions for the global world in the 21st_{ century because new times}

demandnewkindsofleadership.Leadershipstylesandskillsthatmayhaveworkedin stable,predicableenvironmentswillbeinadequateinaneraofradicaluncertainty.To bealeaderinturbulenttimesrequirescapabilitiesandskillsthatarefardifferentfrom thosethatwereconsideredeffectiveinthe20th_century.25 22_{ WahbaandBridwellfoundlittleevidencefortherankingofneedsasMaslowdescribed,orevenfor} theexistenceofadefinitehierarchyatall（Wahba&Bridwell,1976）. 23_{ Brush,op. cit.:229.} 24_{ Pleaseseemyarticleaboutthesubject:Park,2010.} 25_{ AccordingtoMichaelJ.MarquardtandNancyO.Berger,tobeaneffectiveleaderinthe21}st_century,

These points are only my opinions or suggestions that I think the author can considerincludinginherbook.IbelievethatBrushcancontributegreatlyinsolving organizational problems in the real world by researching on leadership and global societyconsideringthesepoints.

Bibliography

Bennis,Warren.2003.On Becoming a Leader: The Leadership Classic （revised edition）.Basic Books.

Brush,Kathleen.2011.Leadership=motivation=innovation+productivity: get ready for the latest global challenges,KathleenBrush,Lexington,KY.

Cartwright,DorwinandA.Zander.1959.Group Dynamics,NewYork:Harper&Row. Goleman,Daniel.2000.LeadershipThatGetsResults.Harvard Business Review78（2）:78−90. Goldsmith, Marshall et al. 2003. Global Leadership: the Next Generation, Financial Times

PrenticeHall.

Hotstede,GeertandGertJanHofstede.2004. Cultures and Organizations, Software of the Mind （2nd _{edition）.McGraw-Hill.}

Keith,KentM.2009.Servant-Leaders:theBestLeadersinTimesofChange.Branches21（6） （January-February）:14.

Kotter,JohnP.1996.Successfulchangeandtheforcethatdrivesit.Canadian Manager21（3） （Fall）.

Kotter,JohnP.1999.What Leaders Really Do,HarvardBusinessSchoolPress.

Marquardt,MichaelJ.andNancyO.Berger.2000.Global Leaders: for the 21st _{Century,State}

UniversityofNewYorkPress.

Maslow,AbrahamHarold.1943.ATheoryofHumanMotivation,Psychological Review50（4）: 370−96.

McClelland,David.1967.The Achieving Society,FreePress.

Park,MosesYonggwan.2010.OrganizationforEnablingforEmergentInnovationinChanging Times.Annual Research Bulletin of Osaka Sangyo University No. 2（May）:1−28.

Park, Moses Yonggwan. 2012. Seven Pillars of New Leadership for Enabling Emergent Innovation.Annual Research Bulletin of Osaka Sangyo University No. 4 （March）:1−17.

oneneedstopossesseightkeyattributes:（1）theabilitytodevelopandconveyasharedvision,（2） aservice/servantorientation,（3）commitmenttorisk-takingandcontinuousinnovation,（4）aglobal mindset,（5）confidencewithtechnology,（6）competenceinsystems-basedthinking,（7）recognition oftheimportanceofethicsandspiritualityintheworkplace,and（8）amodelforlifelonglearning （MarquardtandBerger,2000:1−32）.

Wahba,A,L.Bridwell.1976.Maslowreconsidered:Areviewofresearchontheneedhierarchy theory.Organizational Behavior and Human Performance （15）:212−240.