DOCSLIB.ORG

Jury Selection in Personal Injury Litigation: Connecting with Today's Jury Pool Using Effective Juror Profiling and Voir Dire to Pick the Best Jury

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Jury Selection in Personal Injury Litigation: Connecting with Today's Jury Pool Using Effective Juror Profiling and Voir Dire to Pick the Best Jury Presenting a live 90-minute webinar with interactive Q&A Jury Selection in Personal Injury Litigation: Connecting With Today's Jury Pool Using Effective Juror Profiling and Voir Dire to Pick the Best Jury Thursday, February 26, 2015 1pm Eastern | 12pm Central | 11am Mountain | 10am Pacific Today’s faculty features: Anthony D. Castelli, Attorney, Law Offices of Anthony D. Castelli, Cincinnati Jaine Fraser, Ph.D., Trial Psychology Institute, Dallas Christian Myer, Partner, Dolman Law Group, Clearwater, Fla. The audio portion of the conference may be accessed via the telephone or by using your computer's speakers. Please refer to the instructions emailed to registrants for additional information. If you have any questions, please contact Customer Service at 1-800-926-7926 ext. 10. Tips for Optimal Quality FOR LIVE EVENT ONLY Sound Quality If you are listening via your computer speakers, please note that the quality of your sound will vary depending on the speed and quality of your internet connection. If the sound quality is not satisfactory, you may listen via the phone: dial 1-866-869-6667 and enter your PIN when prompted. Otherwise, please send us a chat or e-mail [email protected] immediately so we can address the problem. If you dialed in and have any difficulties during the call, press *0 for assistance. Viewing Quality To maximize your screen, press the F11 key on your keyboard. To exit full screen, press the F11 key again. Continuing Education Credits FOR LIVE EVENT ONLY For CLE purposes, please let us know how many people are listening at your location by completing each of the following steps: • In the chat box, type (1) your company name and (2) the number of attendees at your location • Click the SEND button beside the box If you have purchased Strafford CLE processing services, you must confirm your participation by completing and submitting an Official Record of Attendance (CLE Form). You may obtain your CLE form by going to the program page and selecting the appropriate form in the PROGRAM MATERIALS box at the top right corner. If you'd like to purchase CLE credit processing, it is available for a fee. For additional information about CLE credit processing, go to our website or call us at 1-800-926-7926 ext. 35. Program Materials FOR LIVE EVENT ONLY If you have not printed the conference materials for this program, please complete the following steps: • Click on the ^ symbol next to “Conference Materials” in the middle of the left- hand column on your screen. • Click on the tab labeled “Handouts” that appears, and there you will see a PDF of the slides for today's program. • Double click on the PDF and a separate page will open. • Print the slides by clicking on the printer icon. Connecting with Today’s Jury Pool Tony Castelli, ESQ. [email protected] Jaine Fraser, Ph. D. [email protected] Christian Myer, ESQ. [email protected] Attorney Christian Myer 7 Time Constraints Tough Cause Questions Identify Leaders 8 Recognizing Today’s Society Checking Social Media Before Checking Social Media During/After General Attitude 9 Jury Selection in Personal Injury Litigation: Connecting With Today's Jury Pool Effective Questioning and Determining Bias Jaine E. Fraser, Ph.D. [email protected] You can’t change a juror’s strongly held beliefs • You have a two part mission 11 Make it easy for jurors to give you “negative” answers • Don’t say anything good about your case • Don’t bring your clients to jury selection • Talk about thoughts, feelings, and opinions in any case, not this case 12 Stairstep your questions to get the most information • Lawsuits in general • Personal injury lawsuits • Medical malpractice lawsuits 13 Scaled questions give valuable insights 14 Scaled questions give valuable insights When I hear about a • Have questions personal injury lawsuit, I am suspicious. written out ahead of Strongly agree time People Agree are too quick to sue, Disagree claiming they have • Always use an even been Strongly injured. disagree number of responses – There should be laws - There should be laws • Only ask questions that making it more difficult to file personal injury lawsuits. expose bad jurors 15 Address your problems head on 16 Address your problems head on • Mom smoked during pregnancy 17 17 In a case where a mother smoked during pregnancy, I would find the mother primarily at fault if the child suffered birth injuries. Strongly agree Agree Disagree Strongly disagree 18 Address your problems head on • Mom smoked during pregnancy • Mom was overweight 19 If a woman is 100 pounds overweight and her child suffers brain damage during labor and delivery, I would attribute a significant amount of the blame to the mother. Strongly agree Agree Disagree Strongly disagree 20 Address your problems head on • Mom smoked during pregnancy • Mom was overweight • Imperfect prenatal care 21 If a pregnant woman misses two of her last four doctor appointments, I would find her primarily at fault if the child suffered birth injuries. Strongly agree Agree Disagree Strongly disagree 22 Don’t let these people on your jury • Medical professionals • General contractors (except nurse aids or home • Law enforcement health providers) – this includes people who work in • Business owners doctor’s office • Insurance workers • Engineers • Scientists, except physics • Accountants • Architects • Real estate agents • First line supervisors 23 …and be careful about these folks • People with high school educations who have worked at the same place for 20+ years • Defendants in lawsuits • Prior presiding jurors • Court personnel • Human resource workers 24 www.trialshrink.com 25 TAINTED JURY POOLS & WHAT TO DO ABOUT THEM Anthony D. Castelli [email protected] The subject of tainted jury pools generally come up most often in criminal cases for the reason that those are generally high-profile cases that have gotten a lot of publicity. When there is a criminal case where there has been particularly egregious facts which has garnered much publicity, whether local or nationwide, most of the jurors will have heard of the case and many will have formed some type of opinion as to guilt. 27 Take for example the case of Eddie Ray Ralph who is accused of killing Chris Kyle, the American Sniper. Kyle is widely acknowledged as the most lethal sniper in US Military history, having racked up 160 confirmed kills. As the story goes, Chris Kyle and a buddy had taken Eddie Ray Ralph, to a Texas shooting range. Kyle took Ralph to the shooting range to provide support and camaraderie and to help Ralph’s Post-Traumatic Stress Disorder. The movie of course paints Kyle as a tremendous hero. This, separate and apart from the extensive publicity given to the shooting, obviously would have many people believe that Chris Kyle was an American Hero and even more, an emotional vileness would be in their minds, towards someone who killed Kyle. 28 The best way to get away from a tainted jury pool is to ask for a change of venue. The place where the incident occurred is certainly likely to have the most publicity and for its local citizens to have the most “knowledge about what they think happened in the case.” However, a spectator of the movie is a nationwide phenomenon, although not specifically dealing with the case at hand, but with the victim in such a high level, heroic manner that the positive feelings for the hero may drown out the ability to listen to an insanity defense of the defendant. 29 Hidden bias also can taint a jury pool. In other words, we are all familiar with the jurors stating they can be fair and impartial on a superficial basis. Deep down we know that a juror with a police officer who loves his brother, is going to be more partial towards police testimony than someone who has had a negative experience with the police. Although not an example of a complete taint of a jury pool, it is an isolated example of a tainted juror. These isolated examples are more common than the tainted jury pools as a whole. In a widespread jury taint issue, because of publicity, a change of venue can be requested. Also ask the Court for extra pre-emptory challenges. Additionally, tailored questionnaires given to the jury pool in advance with specific questions from the attorneys, can also be a useful technique. 30 Recall the case of Kenneth Lay of the Enron Corporation. The trial setting was in Houston, Texas and Lay faced 7 counts of fraud, conspiring to fool investors into believing that Enron was healthy before the company crashed. 400 potential jurors completed questionnaires in the first step of jury selection. Jurors presented opinions in those questionnaires such that Lay was guilty criminally and morally, guilty personally and was in fact, a devil and a high-class crook. From those questionnaires, the 400 potential jurors were wittled down to 164. 31 Another tactic is to request to question jurors individually, based on their questionnaires because of the individual questions they answered. This is not often granted. In particularly restrictive jurisdictions, as the Federal jurisdiction, jury selection is difficult. This is why in a Federal case, significant time and effort must be made towards convincing the trial judge that the limited voire dire offered will cause an unfair trial for the defendant. 32 Civil Taint The biggest taint in a civil case that involves personal injury, is the area of tort reform. In my opinion, this comes down to the McDonalds case. We all recall the case where the lady had coffee spilled on her and the gigantic verdict ensued against McDonalds.
Load more

Recommended publications
  • Media Coverage of Ceos: Who? What? Where? When? Why?
    Media Coverage of CEOs: Who? What? Where? When? Why? James T. Hamilton Sanford Institute of Public Policy Duke University [email protected] Richard Zeckhauser Kennedy School of Government Harvard University [email protected] Draft prepared for March 5-6, 2004 Workshop on the Media and Economic Performance, Stanford Institute for International Studies, Center on Development, Democracy, and the Rule of Law. We thank Stephanie Houghton and Pavel Zhelyazkov for expert research assistance. Media Coverage of CEOs: Who? What? Where? When? Why? Abstract: Media coverage of CEOs varies predictably across time and outlets depending on the audience demands served by reporters, incentives pursued by CEOs, and changes in real economic indicators. Coverage of firms and CEOs in the New York Times is countercyclical, with declines in real GDP generating increases in the average number of articles per firm and CEO. CEO credit claiming follows a cyclical pattern, with the number of press releases mentioning CEOs and profits, earnings, or sales increasing as monthly business indicators increase. CEOs also generate more press releases with soft news stories as the economy and stock market grow. Major papers, because of their focus on entertainment, offer a higher percentage of CEO stories focused on soft news or negative news compared to CEO articles in business and finance outlets. Coverage of CEOs is highly concentrated, with 20% of chief executives generating 80% of coverage. Firms headed by celebrity CEOs do not earn higher average shareholder returns in the short or long run. For some CEOs media coverage equates to on-the-job consumption of fame.
    [Show full text]
  • Enron's Pawns
    Enron’s Pawns How Public Institutions Bankrolled Enron’s Globalization Game byJim Vallette and Daphne Wysham Sustainable Energy and Economy Network Institute for Policy Studies March 22, 2002 About SEEN The Sustainable Energy and Economy Network, a project of the Institute for Policy Studies (Washington, DC), works in partnership with citizens groups nationally and globally on environment, human rights and development issues with a particular focus on energy, climate change, environmental justice, and economic issues, particularly as these play out in North/South relations. SEEN views these issues as inextricably linked to global security, and therefore applies a human security paradigm as a framework for guiding its work. The reliance of rich countries on fossil fuels fosters a climate of insecurity, and a rationale for large military budgets in the North. In the South, it often fosters or nurtures autocratic or dictatorial regimes and corruption, while exacerbating poverty and destroying subsistence cultures and sustainable livelihoods. A continued rapid consumption of fossil fuels also ensures catastrophic environmental consequences: Climate change is a serious, emerging threat to the stability of the planet's ecosystems, and a particular hazard to the world's poorest peo- ple. The threat of climate change also brings more urgency to the need to reorient energy-related investments, using them to provide abundant, clean, safe energy for human needs and sustainable livelihoods. SEEN views energy not as an issue that can be examined in isolation, but rather as a vital resource embedded in a development strategy that must simultaneously address other fundamentals, such as education, health care, public par- ticipation in decision-making, and economic opportunities for the poorest.
    [Show full text]
  • A Case of Corporate Deceit: the Enron Way / 18 (7) 3-38
    NEGOTIUM Revista Científica Electrónica Ciencias Gerenciales / Scientific e-journal of Management Science PPX 200502ZU1950/ ISSN 1856-1810 / By Fundación Unamuno / Venezuela / REDALYC, LATINDEX, CLASE, REVENCIT, IN-COM UAB, SERBILUZ / IBT-CCG UNAM, DIALNET, DOAJ, www.jinfo.lub.lu.se Yokohama National University Library / www.scu.edu.au / Google Scholar www.blackboard.ccn.ac.uk / www.rzblx1.uni-regensburg.de / www.bib.umontreal.ca / [+++] Cita / Citation: Amol Gore, Guruprasad Murthy (2011) A CASE OF CORPORATE DECEIT: THE ENRON WAY /www.revistanegotium.org.ve 18 (7) 3-38 A CASE OF CORPORATE DECEIT: THE ENRON WAY EL CASO ENRON. Amol Gore (1) and Guruprasad Murthy (2) VN BRIMS Institute of Research and Management Studies, India Abstract This case documents the evolution of ‘fraud culture’ at Enron Corporation and vividly explicates the downfall of this giant organization that has become a synonym for corporate deceit. The objectives of this case are to illustrate the impact of culture on established, rational management control procedures and emphasize the importance of resolute moral leadership as a crucial qualification for board membership in corporations that shape the society and affect the lives of millions of people. The data collection for this case has included various sources such as key electronic databases as well as secondary data available in the public domain. The case is prepared as an academic or teaching purpose case study that can be utilized to demonstrate the manner in which corruption creeps into an ambitious organization and paralyses the proven management control systems. Since the topic of corporate practices and fraud management is inherently interdisciplinary, the case would benefit candidates of many courses including Operations Management, Strategic Management, Accounting, Business Ethics and Corporate Law.
    [Show full text]
  • Former Enron Broadband Chief Executive Officer Kenneth Rice Sentenced on Securities Fraud Charge
    FOR IMMEDIATE RELEASE CRM MONDAY, JUNE 18, 2007 PH: (202) 514-2007 WWW.USDOJ.GOV/ TDD: (202) 514-1888 Former Enron Broadband Chief Executive Officer Kenneth Rice Sentenced on Securities Fraud Charge WASHINGTON – Kenneth Rice, a former chief executive officer of Enron Broadband Services (EBS), was sentenced to 27 months in prison and ordered to forfeit approximately $15 million to be used to compensate victims of the Enron fraud, Assistant Attorney General Alice S. Fisher of the Criminal Division announced today. Rice was sentenced today at a hearing before Judge Vanessa Gilmore at U.S. District Court in Houston. Rice pleaded guilty on July 20, 2004 to the securities fraud charge, and cooperated with the government’s investigation into the collapse of Enron. Rice admitted that while he was at EBS, a unit of the now-defunct Enron Corp., he and others made a series of false statements about the products, services and business performance of EBS in order to mislead investors and others about the success of the company and to inflate artificially the price of Enron stock. Rice admitted that while serving as EBS’s CEO, he conspired with others to make false statements about the company’s development of various software capabilities and its fiber-optic network. Rice admitted that he falsely portrayed EBS as a commercial and business success, and falsely claimed that network control software developed by EBS was “up and running” – when in fact the software had not progressed beyond the internal development stage. These and other misrepresentations, including a failure to disclose to the investing public that the company stood to sustain operating losses in 2001, contributed to a sharp rise in Enron’s stock price.
    [Show full text]
  • P:\Heather\Opinions to Be Docketed\04Cr025 Full Document.Wpd
    Case 4:04-cr-00025 Document 494 Filed in TXSD on 10/17/05 Page 1 of 68 IN THE UNITED STATES DISTRICT COURT FOR THE SOUTHERN DISTRICT OF TEXAS HOUSTON DIVISION UNITED STATES OF AMERICA, § § Plaintiff, § § v. § CRIMINAL NUMBER H-04-025-SS § RICHARD A. CAUSEY, JEFFERY K. § SKILLING, and KENNETH L. LAY, § § Defendants. § MEMORANDUM OPINION AND ORDER Pending before the court are Kenneth L. Lay’s Motion to Dismiss the Securities Fraud and Wire Fraud Counts of the Second Superseding Indictment [Defense Motion No. 2] (Docket Entry No. 386),1 and Jeffery K. Skilling’s Motion to Dismiss Counts 23, 24, 26, and to Strike Various Allegations as Prejudicial Surplusage [Defense Motion No. 4] (Docket Entry No. 394).2 The pending motions challenge charges brought against Lay for securities fraud and wire fraud and against Skilling for securities fraud as part of a 53-count Second Superseding Indictment ((SSI) Docket Entry No. 97). For the following reasons the motions will be denied. 1By notice filed with the court, Lay’s co-defendants join in this motion. See Jeffrey Skilling’s Joinder in Support of Defendant Kenneth Lay’s Defense Motions (Defense Motions Nos. 1 and 2)(Docket Entry No. 392); and Notice of Joinder (Docket Entry No. 420), executed by all three defendants. 2By notice filed with the court, Skilling’s co-defendants join in this motion. See Defendant Richard A. Causey’s Joinder in Various Defense Motions (Docket Entry No. 376)); Kenneth L. Lay’s Notice of Joinder of Co-Defendants’ Motions (Docket Entry No. 380); and Notice of Joinder (Docket Entry No.
    [Show full text]
  • KNOWLEDGE MANAGEMENT Managing Corporate Reputation and Risk.Pdf
    Managing Corporate Reputation and Risk Developing a Strategic Approach to Corporate Integrity Using Knowledge Management This Page Intentionally Left Blank Managing Corporate Reputation and Risk Developing a Strategic Approach to Corporate Integrity Using Knowledge Management D N Amsterdam Boston Heidelberg London New York Oxford Paris San Diego San Francisco Singapore Sydney Tokyo Butterworth–Heinemann is an imprint of Elsevier. Copyright © , Dale Neef. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Recognizing the importance of preserving what has been written, Elsevier Science prints its books on acid-free paper whenever possible. Library of Congress Cataloging-in-Publication Data Neef, Dale, – Managing corporate reputation and risk / Dale Neef. p. cm. Includes bibliographical references and index. ISBN --- . Corporate image. Corporations—Moral and ethical aspects. Business ethics. Integrity. Risk management. Knowledge management. I. Title. HD..N .–dc British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. The publisher offers special discounts on bulk orders of this book. For information, please contact: Manager of Special Sales Elsevier Science Wheeler Road Burlington, MA Tel: -- Fax: -- For information on all Butterworth–Heinemann publications available,
    [Show full text]
  • The Lesson from Enron Case - Moral and Managerial Responsibilities
    See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/306091392 The Lesson from Enron Case - Moral and Managerial Responsibilities Article · August 2016 CITATION READS 1 27,811 1 author: Seied Beniamin Hosseini Aligarh Muslim University 29 PUBLICATIONS 26 CITATIONS SEE PROFILE Some of the authors of this publication are also working on these related projects: Strategies for Growth and Sustainability: A study of SMEs in India View project All content following this page was uploaded by Seied Beniamin Hosseini on 04 September 2016. The user has requested enhancement of the downloaded file. z Available online at http://www.journalcra.com INTERNATIONAL JOURNAL OF CURRENT RESEARCH International Journal of Current Research Vol. 8, Issue, 08, pp.37451-37460, August, 2016 ISSN: 0975-833X RESEARCH ARTICLE THE LESSON FROM ENRON CASE - MORAL AND MANAGERIAL RESPONSIBILITIES 1,*Seied Beniamin Hosseini and 2Dr. Mahesh, R. 1PG Student in MBA, B.N. Bahadur Institute of Management Sciences (BIMS), University of Mysore, Mysore Karnataka, India 2Associate Professor, B.N. Bahadur Institute of Management Sciences (BIMS), University of Mysore Mysore Karnataka, India ARTICLE INFO ABSTRACT Article History: The Enron scandal, give out in October 2001, Enron Top officials abused their privileges and power, manipulated information put their own interests above those of their employees and the public and Received 19th May, 2016 Received in revised form failed to exercise proper oversight or shoulder responsibility for ethical failings which eventually led 15th June, 2016 to the bankruptcy of an American energy company based in Houston, Texas, and the dissolution of Accepted 17th July, 2016 Arthur Andersen, which was one of the five largest audit and accountancy partnerships in the world.
    [Show full text]
  • Fraud Rationalizations and the Guilty Mind
    ‘I didn’t intend to deceive anyone’ © iStock/Thinkstock FRAUD RATIONALIZATIONS AND THE GUILTY MIND Fraud perpetrators often use a variety of excuses to alleviate the culpability of their mental states because they know they can’t be convicted unless prosecutors can prove their criminal acts were accompanied by a guilty state of mind known as mens rea. By Frank S. Perri, J.D., CFE, CPA; and Edyta M. Mieczkowska, CFE, CAMS Fraud rationalizations and the guilty mind At the end of a five-year investigation, the FBI discovered that Enron Corpora- tion — an American energy, commodities I don’t think and services company based in Houston, I’m a fool, Texas — used a variety of deceptive and but I think I fraudulent accounting practices to cover was fooled ... its financial reporting fraud. Corporate I can’t take officers created the illusion that Enron responsibility was making profits in the billions, and its for the crimi- stock soared. Between 1996 and 2000, En- nal conduct of ron reported an increase in revenue from someone inside $13.3 billion to $100.8 billion. However, the company. the company was actually losing money. Enron executives, who used insider - Kenneth Lay information to trade millions of dollars in Enron stock, knew the company was hiding losses in offshore accounts. Inves- tors were oblivious. CFO Andrew Fastow and some subordinates created off-book companies to manipulate transactions that Houston, April 4: Former Enron chairman Kenneth Lay during the midday break of provided himself with hundreds of mil- his fraud and conspiracy trial April 4, 2006, in Houston, Texas.
    [Show full text]
  • Enron Scandal: the Fall of a Wall Street Darling
    Enron Scandal: The Fall of a Wall Street Darling The story of Enron Corp. is the story of a company that reached dramatic heights, only to face a dizzying fall. Its collapse affected thousands of employees and shook Wall Street to its core. At Enron's peak, its shares were worth $90.75; when it declared bankruptcy on December 2, 2001, they were trading at $0.26. To this day, many wonder how such a powerful business, at the time one of the largest companies in the U.S, disintegrated almost overnight and how it managed to fool the regulators with fake holdings and off-the-books accounting for so long. Enron's Energy Origins Enron was formed in 1985, following a merger between Houston Natural Gas Co. and Omaha-based InterNorth Inc. Following the merger, Kenneth Lay, who had been the chief executive officer (CEO) of Houston Natural Gas, became Enron's CEO and chairman and quickly rebranded Enron into an energy trader and supplier. Deregulation of the energy markets allowed companies to place bets on future prices, and Enron was poised to take advantage. In 1990, Lay created the Enron Finance Corp. To head it, he appointed Jeffrey Skilling, whose work as a McKinsey & Co consultant had impressed Lay. Skilling was at the time one of the youngest partners at McKinsey. Why Enron Collapsed Skilling joined Enron at an auspicious time. The era's regulatory environment allowed Enron to flourish. At the end of the 1990s, the dot-com bubble was in full swing, and the Nasdaq hit 5,000.
    [Show full text]
  • The Enron Corpus: Where the Email Bodies Are Buried?
    The Enron Corpus: Where the Email Bodies are Buried? Dr. David Noever Sr. Technical Fellow, PeopleTec, Inc. www.peopletec.com 4901-D Corporate Drive Huntsville, AL 35805 USA [email protected] Abstract To probe the largest public-domain email database for indicators of fraud, we apply machine learning and accomplish four investigative tasks. First, we identify persons of interest (POI), using financial records and email, and report a peak accuracy of 95.7%. Secondly, we find any publicly exposed personally identifiable information (PII) and discover 50,000 previously unreported instances. Thirdly, we automatically flag legally responsive emails as scored by human experts in the California electricity blackout lawsuit, and find a peak 99% accuracy. Finally, we track three years of primary topics and sentiment across over 10,000 unique people before, during and after the onset of the corporate crisis. Where possible, we compare accuracy against execution times for 51 algorithms and report human-interpretable business rules that can scale to vast datasets. Introduction The 2002 Enron fraud case uncovered financial deception in the world’s largest energy trading company and at the time, triggered the largest US bankruptcy and its most massive audit failure [1]. For the previous six years, Fortune magazine had named Enron “America’s most innovative company.” By 1999, Enron was brokering a quarter of all electricity and natural gas deals [1]. Piggybacking on the internet bubble, Enron devised methods to sell everything and own nothing. Problematically, the company could assign its own revenue (mark-to-market) and then bury its losses using off-book debt in shell companies (or Special Purpose Entities called Raptor and Chewco).
    [Show full text]
  • Leadership: the Tabletop Concept
    The Journal of Values-Based Leadership Volume 4 Article 7 Issue 1 Winter/Spring 2011 January 2011 Leadership: The aT bletop Concept Travis M. Hagelberg Gonzaga University Follow this and additional works at: http://scholar.valpo.edu/jvbl Part of the Business Commons Recommended Citation Hagelberg, Travis M. (2011) "Leadership: The aT bletop Concept," The Journal of Values-Based Leadership: Vol. 4 : Iss. 1 , Article 7. Available at: http://scholar.valpo.edu/jvbl/vol4/iss1/7 This Article is brought to you for free and open access by the College of Business at ValpoScholar. It has been accepted for inclusion in The ourJ nal of Values-Based Leadership by an authorized administrator of ValpoScholar. For more information, please contact a ValpoScholar staff member at [email protected]. Four vital components of successful leadership – integrity, competency, emotional intelligence, and vision – act in unison so an individual can effectively stand as a leader... [I]t is reasonable to presume that individuals cannot stand and function as leaders if they exemplify only one or two of these four principles. Leadership: The Tabletop Concept TRAVIS M. HAGELBERG GONZAGA UNIVERSITY (WA) CHEYENNE, WYOMING Introduction Today, students of leadership are inundated with studies, surveys, and research that espouse a wide range of leadership concepts and issues. But four leadership principles in particular – integrity, competence, emotional intelligence, and vision – are fundamental to successful leadership. This paper presents these four elements as being analogous to the four table legs that uphold a tabletop. Just like a tabletop cannot remain elevated or functional if there are only one or two table legs, it is reasonable to presume that individuals cannot stand and function as leaders if they exemplify only one or two of these four principles.
    [Show full text]
  • First Consolidated and Amended Complaint in The
    IN THE UNITED STATES DISTRICT COURT FOR THE SOUTHERN DISTRICT OF TEXAS HOUSTON DIVISION PAMELA M. TITTLE; THOMAS O. PADGETT; FIRST CONSOLIDATED AND AMENDED GARY S. DREADIN; JANICE FARMER; COMPLAINT LINDA BRYAN; JOHN L. MOORE; BETTY J. CLARK; SHELLY FARIAS; PATRICK CIVIL ACTION NO. H 01-3913 CAMPBELL; FANETTE PERRY; CHARLES AND CONSOLIDATED CASES PRESTWOOD; ROY RINARD; STEVE LACEY; CATHERINE STEVENS; ROGER W. BOYCE; WAYNE M. STEVENS; NORMAN L. and PAULA H. YOUNG; MICHAEL L. MCCOWN; DAN SHULTZ, on behalf of themselves and a class of persons similarly situated, and on behalf of the Enron Corp Savings Plan, the Enron Corp Employee Stock Ownership Plan and the Enron Corp. Cash Balance Plan, Plaintiffs, v. ENRON CORP., an Oregon corporation; ENRON CORP. SAVINGS PLAN ADMINISTRATIVE COMMITTEE; ENRON EMPLOYEE STOCK OWNERSHIP PLAN ADMINISTRATIVE COMMITTEE; CINDY K. OLSON; MIKIE RATH; JAMES S. PRENTICE; MARY K. JOYCE; SHEILA KNUDSEN; ROD HAYSLETT; PAULA RIEKER; WILLIAM D. GATHMANN; TOD A. LINDHOLM; PHILIP J. BAZELIDES; JAMES G. BARNHART; KEITH CRANE; WILLIAM J. GULYASSY; DAVID SHIELDS; JOHN DOES NOS. 1-100 UNKNOWN FIDUCIARIES OF THE ENRON CORP SAVINGS PLAN OR THE ESOP; THE NORTHERN TRUST COMPANY; KENNETH L. LAY; JEFFREY K. SKILLING; ANDREW S. FASTOW; MICHAEL KOPPER; RICHARD A. CAUSEY; JAMES V. DERRICK, JR.; THE ESTATE OF J. CLIFFORD BAXTER; MARK A. FREVERT; STANLEY C. HORTON; FIRST CONSOLIDATED AND AMENDED COMPLAINT 1544.10 0114 BSC.DOC KENNETH D. RICE; RICHARD B. BUY; LOU L. PAI; ROBERT A. BELFER; NORMAN P. BLAKE, JR.; RONNIE C. CHAN; JOHN H. DUNCAN; WENDY L. GRAMM; ROBERT K. JAEDICKE; CHARLES A. LEMAISTRE; JOE H.
    [Show full text]