Journal of Leadership, Accountability and Ethics North American Business Press Atlanta – Seattle – South Florida - Toronto Journal of Leadership, Accountability and Ethics Dr. Charles Terry, Editor Dr. David Smith, Editor-In-Chief NORTH AMERICAN BUSINESS PRESS EDITORIAL ADVISORY BOARD Dr. Nusrate Aziz - MULTIMEDIA UNIVERSITY, INDIA Dr. Andy Bertsch - MINOT STATE UNIVERSITY Dr. Jacob Bikker - UTRECHT UNIVERSITY, NETHERLANDS Dr. Bill Bommer - CALIFORNIA STATE UNIVERSITY, FRESNO Dr. Michael Bond - UNIVERSITY OF ARIZONA Dr. Charles Butler - COLORADO STATE UNIVERSITY Dr. Jon Carrick - STETSON UNIVERSITY Dr. Mondher Cherif - REIMS, FRANCE Dr. Daniel Condon - DOMINICAN UNIVERSITY, CHICAGO Dr. Bahram Dadgostar - LAKEHEAD UNIVERSITY, CANADA Dr. Deborah Erdos-Knapp - KENT STATE UNIVERSITY Dr. Bruce Forster - UNIVERSITY OF NEBRASKA, KEARNEY Dr. Nancy Furlow - MARYMOUNT UNIVERSITY Dr. Mark Gershon - TEMPLE UNIVERSITY Dr. Philippe Gregoire - UNIVERSITY OF LAVAL, CANADA Dr. Donald Grunewald - IONA COLLEGE Dr. Samanthala Hettihewa - UNIVERSITY OF BALLARAT, AUSTRALIA Dr. Russell Kashian - UNIVERSITY OF WISCONSIN, WHITEWATER Dr. Jeffrey Kennedy - PALM BEACH ATLANTIC UNIVERSITY Dr. Dean Koutramanis - UNIVERSITY OF TAMPA Dr. Malek Lashgari - UNIVERSITY OF HARTFORD Dr. Priscilla Liang - CALIFORNIA STATE UNIVERSITY, CHANNEL ISLANDS Dr. Tony Matias - MATIAS AND ASSOCIATES Dr. Patti Meglich - UNIVERSITY OF NEBRASKA, OMAHA Dr. Robert Metts - UNIVERSITY OF NEVADA, RENO Dr. Adil Mouhammed - UNIVERSITY OF ILLINOIS, SPRINGFIELD Dr. Roy Pearson - COLLEGE OF WILLIAM AND MARY Dr. Veena Prabhu - CALIFORNIA STATE UNIVERSITY, LOS ANGELES Dr. Sergiy Rakhmayil - RYERSON UNIVERSITY, CANADA Dr. Fabrizio Rossi - UNIVERSITY OF CASSINO, ITALY Dr. Robert Scherer – UNIVERSITY OF DALLAS Dr. Ira Sohn - MONTCLAIR STATE UNIVERSITY Dr. Reginal Sheppard - UNIVERSITY OF NEW BRUNSWICK, CANADA Dr. Carlos Spaht - LOUISIANA STATE UNIVERSITY, SHREVEPORT Dr. Ken Thorpe - EMORY UNIVERSITY Dr. Robert Tian – SHANTOU UNIVERSITY, CHINA Dr. Calin Valsan - BISHOP'S UNIVERSITY, CANADA Dr. Anne Walsh - LA SALLE UNIVERSITY Dr. Thomas Verney - SHIPPENSBURG STATE UNIVERSITY Dr. Christopher Wright - UNIVERSITY OF ADELAIDE, AUSTRALIA Volume – 11(1) ISSN 1913-8059 Authors have granted copyright consent to allow that copies of their article may be made for personal or internal use. This does not extend to other kinds of copying, such as copying for general distribution, for advertising or promotional purposes, for creating new collective works, or for resale. Any consent for republication, other than noted, must be granted through the publisher: North American Business Press, Inc. Atlanta - Seattle – South Florida - Toronto ©Journal of Leadership, Accountability and Ethics 2014 For submission, subscription or copyright information, contact the editor at: [email protected] or [email protected] Subscription Price: US$ 350 per year Our journals are indexed by UMI-Proquest-ABI Inform, EBSCOHost, GoogleScholar, and listed with Cabell's Directory of Periodicals, Ulrich's Listing of Periodicals, Bowkers Publishing Resources, the Library of Congress, the National Library of Canada, and Australia's Department of Education Science and Training. Furthermore, our journals have been used to support the Academically Qualified (AQ) faculty classification by all recognized business school accrediting bodies. This Issue How Distinct is Servant Leadership Theory? Empirical Comparisons with Competing Theories .................................................................................................. 11 Rynetta R. Washington, Charlotte D. Sutton, William I. Sauser, Jr. Relationships between servant leadership theory and the more empirically supported theories of transformational leadership and transactional leadership were examined using questionnaire data from 207 employees. Employees’ perceptions of their supervisors’ servant leadership were found to be positively related not only to employees’ perceptions of their supervisors’ transformational leadership but also their supervisors’ transactional contingent reward leadership and transactional active management- by-exception leadership. Perceived servant leadership was negatively related to both perceived transactional passive management-by-exception leadership and laissez faire leadership. It appears that servant leadership theory shares much in common with other modern theories of leadership, especially transformational leadership theory. Mapping Interlocking Directorates: Citigroup’s Eight Links with the Mortgage Crisis ................... 26 Karen L. Fowler, Michael Fronmueller, Jane O. Schifferdecker This paper presents an analysis and visual map of Citigroup’s interlocking directorates that could have been related to the mortgage crisis. Interlocking directorates occur when a member of the board of directors of one company sits on the board of directors of another company, providing the opportunity for shared communications and exchanges of information. An analysis of eight Citigroup board members indicates 1,209 links. Fostering and Managing Engagement: A Framework for Managerial Leaders ................................ 34 Charles D. Kerns Given the value of engagement and the costs of disengagement, more accountability by managerial leaders for workplace engagement levels seems likely and desirable. With increased accountability, a practical perspective and framework for fostering and managing this process may help guide leaders in positively impacting workplace engagement to enhance well-being and performance. After reviewing engagement from a managerial leadership perspective, providing an engagement profile, presenting an Engagement-Management Cycle, and offering some benefits associated with this process, a stepwise approach to applying this process is presented. An example of this approach applied with an executive is offered. Some challenging issues are reviewed. The Women’s Leadership Initiative: One University’s Attempt to Empower Females on Campus ............................................................................................. 50 Lisa DeFrank-Cole, Melissa Latimer, Maryanne Reed, Michele Wheatly One university is addressing the gender gap in leadership with an internal model designed to support and inspire groups of women in leadership positions without leaving campus. Based on a coaching method used at Harvard’s Women’s Leadership Forum, our leadership initiative provides an on-campus leadership development and support program for women. This paper assesses the overall impact and effectiveness of this program and compares results of an external coaching model versus an internal facilitator (coach) model. This “grow your own” program is a low cost, effective model for leadership development that could be replicated by other institutions. The Ethical Essence of Leaderful Practice ............................................................................................. 64 Joseph A. Raelin In this article, the author introduces the leadership approach known as “leaderful practice,” an alternative to the traditional trait-based approach of individual leadership. Leaderful practice is shown to sustain an ethical infrastructure based on democratic principles. It is democracy not in its representative sense, however, but in its endorsement of public engagement of all those affected by the activity and decision at hand. The article makes the ethical case for leaderful practice based on two paramount ethical behaviors: dialogue and meaning making, and on three virtues: authenticity, humility, and dignity. Leaderful participants not only pay heed to emancipatory processes but also attend to practices that preserve a sustainable future. Emotional Intelligence: Is it Necessary for Leader Development?....................................................... 73 Simone T. A. Phipps, Leon C. Prieto, Erastus N. Ndinguri There is ongoing debate about the characteristics of effective leaders. Emotional intelligence is a relatively understudied and often disputed theme in leadership. However, existing research suggests that EI is indeed helpful in the development of leaders. This paper defines the concept and its components, and addresses its role in leader development. It will also provide propositions for relationships between EI and leader development through several leader development strategies, namely 360-degree feedback, action learning, developmental assignments, developmental relationships, coaching, and job enrichment. Implications and suggestions for future research in the field of EI, as it relates to leadership will be discussed. Increased Whistleblower Protection After the Dodd-Frank Wall Street Reform and Consumer Protection Act ............................................................................... 90 JoEll Weiss Bjorke, Diane May Whistleblowers have been protected under an assortment of legal theories. In light of the adverse consequences whistleblowers continue to suffer and their increasing role in the detection of fraud, efforts have been made to increase that protection. The article summarizes the application of key common law and statutory whistleblower protections before the Dodd-Frank Wall Street Reform and Consumer Protection Act and the substantial reforms in the Dodd-Frank Act. The actual results to date of the Dodd- Frank Act are detailed. The current results are inconclusive in that the enacted reforms are still in the early stages of implementation. Upon this Rock: The Effect