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Value Systems : Moral Leadership: A Pipedream?
In recent years Lawrence Wharton has worked with leaders desiring to transform themselves and their organizations. A major goal in this effort is to assist leaders in liberating people's energy to produce major organizational improvements. Connected to this is his desire to aid leaders in developing integrated organizations, those in which everyone's efforts are aligned and unobstructed by inappropriate behaviors, systems, or processes. Such organizations achieve very high levels of success. His methods include leader and executive team coaching, the use of dialogue, and self knowledge development. Larry's interests are diverse and include New Science applications to organizational challenges, behavioral dynamics of leaders and followers, and the use of eastern philosophies in organizational learning and leadership development. He believes that the challenges organizations now face often require non-traditional methods of learning, as they produce great creativity and adaptability. Larry has a BA in Anthropology and an MBA.
Contact Wharton & Roi.
I contend there are large, possibly huge, numbers of leaders at all levels acting immorally on a regular basis. If you find this statement shocking, I am glad because I believe that my concerns address a major problem in today's work setting: leaders inadvertently sucking the energy out of people rather than clearing the way for them, and very little being done about it. I contend that such leader behavior is both immoral and highly unproductive for the organization, seriously diminishing its ability to realize its vision.
Employees have commitment and energy drained from them by inappropriate leader behavior. This paper is about that behavior, not leaders' role actions. The former addresses the what and how of interpersonal interactions, and the latter everything else a leader will do, such as make decisions, convene teams, allocate resources, organize, plan, etc. These two aspects of leadership are clearly connected, but they are different and need to be addressed separately because they have very different impacts on staff.
Most people would not question that leaders at all levels and in all organizations should be ethical or moral (for simplicity's sake I am using the terms synonymously, but will use "moral" for effect) in their actions. As part of this expectation a considerable amount of attention has been focused in recent years on a few large-scale ethical issues---sexual harassment, bribery, poor product quality, pollution, intentional lying/misrepresentation, and discrimination are among those.
To address some of these important issues, universities have added ethics courses to business curriculums, and organizations have adopted codes of ethical behavior and instituted training in morality and ethics. Some organizations have even gone so far as to incorporate moral elements into their prime values, such as in respect for the individual. Additionally, a number of renowned authors have written about the need for ethical behavior of leaders.
Unfortunately, there is little to suggest that leaders are behaving any better now than they did before all the attention arrived. Certainly there have been improvements in some of the large-scale issues I mentioned above. Sexual harassment is lower, diversity is greater, and possibly product quality is better. But on a day-to-day basis I still see poor behavior on the part of leaders at all levels, behavior that I characterize as immoral. I believe such behavior continues to occur because there is:
--A failure to see that the essence of leadership is moral behavior.
--A fundamental misunderstanding about how moral actions arise and are inculcated in the workplace.
No doubt many leaders will be appalled and aghast that I am suggesting they frequently act immorally, something most people associate only with a small group of very bad actions. I understand this response, but the issue of leader behavior must be raised to a more challenging level of conversation and action for us to get a handle on the enormous damage done by many leaders, often very nice folks with the finest of intentions. To address the problems many organizations have around productivity, performance, and success, we must call attention to the behavior that obstructs, dramatically, insidiously and at a very deep level, an organization's drive to success. And we must act on that behavior. But to make the profound changes that must be made, obstacles to success from leader behavior must be called what they really are: immoral, because they do avoidable harm to others, and often to the leaders themselves as well.
The large-scale issues I mentioned above are unquestionably deserving of attention and action, but I think they are being dealt with in very low-leverage ways. Training, codes of ethics/morality, off-site retreats, the promulgation of organizational values, and books/articles are fine, but they are superficial efforts that generally lead to little or no improvement. Leaders act in morally sound ways on large issues only when they understand what it means to so act on small issues, and the leverage for this is in organization-wide leader self-understanding and self-control.
Moral Leadership
Being a moral leader begins at a very fundamental level, and it relates to how we treat people one-on-one, every day in the organization, often regarding the simplest things and interactions
Morality is mainly about how we relate to and deal with others, but it also includes how we interact with ourselves, the respect with which we engage ourselves. Actions towards others do not have to reach the level of stealing from them or sexually harassing them to be immoral. I am arguing that many leaders act immorally at work and have no idea they are doing so. How can this be? In simple terms, it has to do with the fact that many leaders appear unaware of the motives underlying their behavior and of the impact of that behavior on others. Hence, they cannot adjust their behavior to reflect this knowledge. And many of those who are aware lack the will to make changes in their behavior.
Respect is the basis of moral behavior.
Disrespect does harm to others, and we can say that any avoidable harm done to others is immoral. Unfortunately, defining respect in any precise terms is impossible as each of us has a somewhat different view or a different set of characteristics that make up respect. For example, I may consider respect to be telling people exactly what's on my mind, and you may think doing so in such a direct fashion is in fact disrespectful. Not only are there legitimate differences in how we use the word respect, the issue is further complicated by the fact that respect is not about agreement, or even liking the other person.
Some people assume that passionate disagreement is disrespectful. Certainly it can be if drivers or inappropriate style aspects are acted out (see below). But there are no reasons individuals and groups cannot disagree heartily and still be respectful. Given all this, how can we talk about respect?
Although a universally workable definition is not possible, we can talk about respect in a way that is useable and will produce the behavior we are after. But before addressing this I want to explore the main contributors to immoral leadership behavior.
- Behavioral drivers.
- Style.
- Habit.
- Intention.
Behavioral Drivers
These are the most powerful and usually the most dangerous of the contributors. We know that many, probably most, people have drivers or personal needs (usually unconscious) such as the need to be right, to win, to be loved, to avoid conflict, to be perfect, to be appreciated, or to be successful. In themselves these are not necessarily problems, but they are when the drivers are large and cause behavior of which the leader is unaware and thus does not control, or of which the leader is aware but chooses to do nothing about. These drivers will come out most prominently when a person is under stress and perceives that the realization of a driver is threatened
Consider what happens if as a leader I have a powerful need to win. What treatment are you likely to get if you are supporting a position or view different from mine? My need to win, if uncontrolled, takes precedence over everything: the need to be fair, the reasonableness and value of your position, and the situation's requirements. Executive-level leaders often justify the outcomes of such interactions as reflecting their greater knowledge and experience. Certainly that may have been part of what happened, but it is usually a much smaller part than leaders think. Executives are frequently unable to separate the impact of their drivers on their behavior from their cognitive appreciation of what happened, leading to justifications and rationalizations
When a leader acts out her/his drivers, it is done so at everyone else's expense. I do not take your view, ideas, or position into account when I am hijacked by one of my drivers. In fact, I may have to actively undermine your position to accomplish my need to win, as one example. This is immoral leadership as I am not being respectful of you. As I mentioned above, whether I agree with your position is irrelevant. In fact, the more strongly I disagree with your position, or the less I like you, the greater the requirement for me to be respectful
I know a leader who has a very high need to avoid conflict. What happens when this individual is faced with having to hold a staff member accountable? It just doesn't happen. When he is able to address the problem behavior or performance at all, the session and content are so watered down that it is useless in aiding the staff member to change. This manager rationalizes his behavior by saying something like he doesn't want to hurt the person's feelings, but in reality the need to avoid conflict trumped the leadership requirement of holding a person accountable. This is immoral leadership because the leader's obligation is to assist a staff member in changing behavior or actions, for the benefit of that person, the unit, and the others within the organization. Abrogating this responsibility demeans the staff member and the leader as well, thereby failing to bring respect into the situation
Most leaders are passably moral when things are going their way, when their needs or goals are not being (or seen to be) compromised or threatened. It is far more difficult to act fairly and respectfully towards another when things are not so rosy. Consider a manager I am working with who has a high need to be appreciated, to be seen as worthy. When he senses the satisfaction of this need is in danger, he acts in ways that enhance the chances of being appreciated. If this means he has to misrepresent, make others look bad, boot-lick the boss, distract people with irrelevant issues, play the victim, or outright lie, that's the way it goes. In most cases he is totally unaware that he is doing these things, and these behaviors have one goal: his need first. All other aspects are a very distant second. Such leaders, as nice as they may be, are potentially very damaging to an organization because they do not know that they do not know. Immoral leadership.
If leaders acting out personal drivers are asked about their behavior, they are often unable to understand what the questioner is talking about. Their actions and the consequences for others are not conscious for them. In all likelihood, those leaders will get defensive at anyone raising even the possibility they were acting inappropriately. If a person has the temerity to suggest that such behavior is also immoral, the challenger may not survive the encounter.
In addition to personal drivers, style factors can play a powerful role in immoral behavior. We can talk about style from many different standpoints, including personal styles, such as internal or external focus (one aspect the Myers-Briggs Type Index assesses), and leadership styles, such as participative and authoritarian. Many leaders have focused on style factors as a way to better understand the job of leader, and how they can best use their style strengths and deal with their style weaknesses. Leaders have used techniques for themselves and their staffs to aid in the quality of interactions, team building, etc. These efforts assist leaders in understanding their personal styles of communicating, thinking, decision-making, etc., and their particular leadership styles.
Sadly, my experience has shown that very few leaders use increased style knowledge at all well. For one thing, people may have a proprietary sense about their style: "It's my style and you'll just have to take me that way." This means that people may use their styles as a way to get things from others, rather than as a way to understand and better work with others, particularly those with different styles. In other words, they stand on their styles. I think this is immoral as it says that my needs (in this case my style needs) come first, regardless of what you might need or the situation calls for. An example: a leader I am familiar with who acknowledges freely that he has anger outbursts. When staff tells him those are intimidating and lowering morale, he responds with, "Well, that's who I am and how I function."
Immoral leadership once again.
Another example: a leader I have worked with has what is referred to as an "east coast in-your-face style." This has caused him enormous difficulties with peers and staff members, and has derailed at least one promotion. He sees no need to change or adapt, even in the face of evidence he is harming both himself and others. "It's who I am." Unfortunately for him and those who work for him, he does not realize that his style is not who he is, and that it can be changed. Of course, this leader's supervisor is also acting immorally by not understanding what is happening with his subordinate and assisting the latter in improving. The supervisor has indirectly allowed harm to come to others.
A second thing about style factors is they are very difficult to use in the workplace. Consider a leader I have worked with who was seeking more effective team energy and spirit from his group. He and the team members went off-site and took a style questionnaire, learning a good deal about themselves. Now comes the problem: The team members went back to the same workplace, with its culture and reinforcers that actually support the old, less desirable behaviors. While the leader understood more about his own style, he could not use it effectively with his team when pressures arose, when he was under stress. He lacked the awareness and discipline to use the new knowledge, two absolutely vital pre-requisites for using style aspects properly
To make style awareness most effective, leaders have to analyze behaviors of theirs that actually reinforce less desirable outcomes. Unless these are changed, people will return to the same system and continue the same behaviors, no matter how much they know about their own and others' styles. Understanding and correctly using reinforcing systems is critical for developing moral leadership. A leader I know sincerely wanted collaborative efforts among his reporting managers, sending them to training on collaboration and demanding they assist each other. Unfortunately, he praised only those managers who did successful things on their own. Everyone got the message of what behavior he really wanted. The executive did not
I am not suggesting that leaders (or others) do not have a right to their styles, only that their styles should not rule them. Certainly no one has the right to use style as a way to get what he/she wants, behavior that is surely disrespectful. The quality leader understands her style aspects, but she also knows that their manifestation is often inappropriate, and controls those impulses.
Thirdly, and connected directly to why style factors are so poorly used at work, is that they cannot be considered without also looking at personal drivers. Let's examine one leadership style: participative, normally considered valuable in work settings. A leader I have worked with has a very participative style coupled with a big driver to be liked. What could be a fine leadership style quickly turns into a disaster when, in a setting in which a participative style is definitely not called for, he resorts to it regardless. The leader's personal need for being liked trumps all other factors. The message (although this is usually vociferously denied) is that what makes him/her feel comfortable is what is correct. Certainly this can happen on occasion, but rarely. To make style examinations useful the leader also must become aware of his/her drivers, and must act on those.
Less powerful than either drivers or style, but still potentially immoral, are habits. These are behaviors we have picked up over the years that we are usually unaware of, but which are an important part of how we interact with others. They may be positive or not. For example, a leader's habit of saying hello to everyone in the morning is positive. A leader's habit of using jokes throughout meetings and obstructing work in doing so is negative. This is hardly the stuff of moral or immoral leadership, but everyone can see the impact even such small habits can have on others.
Consider the leader I know whose habit in staff meetings is to use bits of sarcasm. Nothing outrageous, but still sharp and cutting to those on the receiving end. My observations and conversations with him did not reveal any deep underlying drivers or even style issues. As we talked about how his staff meetings went he was very surprised to hear that people thought he used sarcasm, which he assured me was not part of how he operated. He saw all his interactions as jokes, as an attempt to lighten the atmosphere. This leader had also failed to note people's reactions to his little bites, and thus had no indication that anything was amiss.
As we talked about his behavior, he recalled that a boss of his many years ago had used this same technique. Apparently, this leader had acquired the habit without being aware of it. Since no one over the years had confronted him about the habit, it naturally went on unchecked. The revelations from my conversations with him and his subsequent discussions with his team allowed him to realize that his habit was damaging his staff's (and his) ability to function well.
We often acquire habits unconsciously and are thus unaware that we even have them. They are so much a part of us that we cannot see them at all. Certainly it is very hard to see that a habit of ours can hurt someone. Nonetheless, habits can be de-energizing to staff and others, and may often fall into the immoral leadership category when they are disrespectful. As with all other contributors to immoral leadership, the initial key is self-awareness and understanding.
The fourth contributor to immoral leadership is intention, wherein a leader consciously and intentionally acts in ways that harm others. These can take one of two main forms:
- Behavior in which harm to others is accepted (perhaps even desired) as an outcome of a leader's action or as a vehicle to achieve something valued by the leader.
- Behavior which is intentional (conscious and deliberate), and about which the leader has (or may have) good intentions, but does not see the harm to others.
Clearly any leaders who intentionally desire to harm others, or who do not care that such harm may occur, are acting immorally. Fortunately, I think there are few leaders falling into this category. It is my judgment that the majority of harm done to staff members or others is by leaders in the second category.
For the most part second category leaders are smart, committed, and often quite sensitive people. The problem is that they are (or appear to be) unaware of the negative impact of their actions. An example: I know a top leader who has 4 executives reporting to him. He states he wants them to be strong and collaborate, but he pits one against the other in both private and staff sessions. As a result, they are highly territorial, battle and undermine (albeit in underground ways) each other constantly and, as a group, barely tolerate each other. The top leader has told me he does this "pitting one against the other" intentionally so the organization will develop internal competition, which he deems very healthy and needed. The top leader sees none of the negative outcomes. Naturally, considerable damage is done to the organization and many of the folks in it (not just to the executives) by virtue of the top leader's behavior.
I do not know that he is not intentionally harming people, but my sense is that he is unaware. Having said that, there is an interesting outcome for the top leader: his executives are so busy setting themselves up and dealing with each other that they have no time to collaborate and challenge any of the top leader's goals and directions. Is the top leader unaware of this neat little outcome?
My conversations with this leader have made him aware that his tactic of pitting one executive against the other is backfiring in major ways, but he does not (will not?) see it. The information is rejected and he rationalizes his behavior. There is no question in my mind that this is immoral leadership.
Another leader I am aware of speaks highly and dramatically about the need for trust among the various parts of the organization. He articulates this beautifully and forcefully. Regrettably, he is the organization's biggest trust problem, and cannot (will not?) see it. His method of dealing with direct reports is to create a climate of fear and uncertainty, which he fiercely denies exists. He is both very bright and very erratic, moving from one change initiative to another and allowing no time for the organization to consolidate the gains from the last one. He is offended that people are not always "on-board," and that they often resist his directions. This leader punishes people in open forums for any dissent, no matter how carefully and respectfully phrased, or beneficial the comments, even though he talks endlessly about increasing trust and openness.
In this leader's mind, he is advancing the organization, and is at a loss to explain why there is resistance, and why people in the field do not understand that HQ has their best interests at heart. He is unable (unwilling?) to see the complexities of the situation and his own huge contributions to the trust problems. The interesting thing about this leader is that he is undeniably sincere about the trust issue. He is totally unaware of the impact of his contradictions, and is doing considerable harm to staff - immoral leadership.
Last example: A leader who frequently throws staff into a tizzy by demanding, at a moment's notice, information or reports very difficult to put together with much longer time frames. She puts staff into a crisis mode in which people literally scurry around practically bumping into each other to get the job done. Rarely is the information demanded used at all, and even more rarely is the short time frame needed. While the turmoil is going on, solid work is left undone and the leader is seen as totally unreasonable with little understanding or concern for what staff have to do and how they can best get it done. Morale is low and productivity, as you might guess, similarly low.
This leader actually thinks she needs what she requests from staff. But she is unwilling to examine that assumption. Nor is she willing to see what harm is being done to staff and to their work by her behavior.
These are all examples of leaders who are acting intentionally, and as far as I can see without malice or any desire to harm others. Nonetheless, they are in fact harming others and their organizations as well. They are acting immorally.
The Contributors
These four contributors to immoral leadership behavior are certainly not the only ones. For example, I know a very bright and normally very kind leader who periodically goes around the table at a meeting of her executive staff and berates them, not horribly, but enough to make people feel embarrassed at the least. Everyone gets a share, almost as though she wants to be an equal opportunity abuser. It's very difficult to tell what is happening, especially as this behavior does not come very often. Even so, the behavior is immoral in that people are being harmed. And just consider things like sulking, rigidity, crankiness, playing the victim: these are relatively small forms of behavior that can have a negative and harmful impact on others. My point is there are a large number of ways that leaders can act immorally, and I have covered only those major categories that I think have the largest impact and which I have seen occur often and dramatically.
It is clear the four contributors cannot be seen as absolutely separate, and I talked above about the connection between style and drivers, as one example of connection. Similar connections may exist for any of the four.
Consider a leader I have worked with who is a highly energetic and forward thinking individual. Her style is to move very quickly in directions she feels the organization should go, and this orientation has some major benefits. She is also visibly energetic, often finding it difficult to sit still for any length of time. While this latter behavior has not been a problem for staff, its combination with a high need for control has caused trouble. She is constantly running around (literally), looking over people's shoulders, finding fault everywhere, and attempting to do everyone's job for them. All this has resulted in lowered morale and productivity, and with increased turnover. Immoral leadership
Another leader I know has a strong style need around precision of language. In itself, given the sloppy use of language we see today, this should be a good thing. And it would be if it were not also connected to a habit of sarcastic criticism. Anyone whose language does not meet the leader's required level of precision is in for a tar and feather treatment, usually in front of others. Holding people to quality use of language is fine, but doing so with sarcastic methods is unwise and demonstrates disrespectful behavior
These examples are not profound illustrations of immoral leadership, yet they serve to show two things: the contributors are frequently connected to each other, complicating the process of uncovering what is happening, and even small issues such as these contribute to a level of disrespect. And it is precisely such small aspects that need attention, as they can often become much greater
When I talk about the contributors, I am generally not referring to individual instance or events, but to on-going patterns of behavior. The leverage for change with any person or group is first, to see and understand the patterns. Second, leaders must determine what reinforcing mechanisms are at work that encourage the behavior. And there are always reinforcers: no behavior is repeated unless there is some kind of payoff. Find the payoff and you have found the leverage for change.
The Search For and Use of Information
One highly significant aspect of immoral leadership is that leaders caught by the contributors do not engage in a fruitful search for information that will assist them in dealing with the potential immoral behavior. All of the examples I have used in discussing the contributors to immoral leadership can start to be dealt with if the leader seeks information about what he/she is doing, how it is viewed by others, and what he/she can do to adapt. This information is essential to developing a respectful environment, and it by far the most difficult thing that most leaders will ever do. As I stated above, acquiring the information demands that leaders engage others about their own behavior and its impacts on others. Leaders must constantly question their own assumptions, and ways of seeing the world and acting within it. This is best done with others, not in a closet safe from critique that is the most valuable information they can get. I will provide more thoughts on the search for information in the next section
An interesting outcome of any leader's failure to seek information about his/her own behavior is that those same leaders are unlikely to seek information about what is really happening within the organization; these leaders are prisoners of their own world view, and their inability to escape it usually has to do with needs, styles, etc. It, too, often results in immoral leadership.
Leaders frequently fail to make themselves aware of problems existing within their units or organizations that are compromising the ability of staff to get great work done. Many leaders make the assumption that if they hear nothing, all is well. I know a CEO who has 6 vice-presidents reporting to him, two of whom are abusive to staff in some way, one of whom is a conflict avoider, par excellence, and a fourth who is truly incompetent. All four of these individuals are sucking energy from their staffs, but the CEO is blissfully unaware. He has no reporting or feedback mechanisms to gain this information. Of course, to even a casual observer the signs are completely visible. He cannot see them because his frame of reference does not include room for this type of information. I consider this immoral leadership because people are being harmed (not to mention great work is suffering) and he is choosing, if unconsciously, to do nothing about it.
Another leader I know thinks he is getting the information he needs about what is happening in his organization. He goes around the table with his direct reports and asks them what they "really think" about an issue. Mostly they agree with the leader, in some cases almost slavishly so. He thinks this is good feedback. Having established a slight climate of intimidation, although his words express otherwise, he is going to get nothing that will make anyone in the room look bad or upset the leader, but he is unaware of that. He imagines himself to be participative and open, and he isn't even close.
People are being harmed at one level or another in the unit. Staff members have told me that his lack of awareness often translates into sub-units battling detrimentally for resources and gain. People in these units trying to do great work are impeded because of this unaddressed negative competition, and are often treated badly when trying to rectify problems arising because of the conflicts. This is immoral leadership.
We are now back to the issue I posed earlier: what does being a moral (respectful) leader mean? Respect is one of those things that falls into the category of, "I can't define it, but I know it when I see it." Aside from all the characteristics that can be used to define respect in one way or another, we can talk about three absolutely critical components:
- Understanding one's motives, both conscious and unconscious.
- Being aware of one's behavior patterns and how they impact others.
- Controlling any impulses that adversely affect others (e.g., personal needs).
A leader's motives include both conscious aspects, such as desiring to achieve a particular goal, and unconscious aspects. The latter are particularly powerful because they are deeply based in a person, and are not at the level of awareness. Examples of unconscious motives are any of the personal drivers, the desire to protect or defend oneself, and the need to escape a fearful situation
Motives drive behavior. Everyone's motives can impact others, and a vital key to development in a leader is to become aware of those impacts. A leader can do this only by asking those for whom his/her behavior may be troubling, mainly (but not only) those who report to the leader. The leader cannot control what he/she cannot monitor, and the leader cannot monitor what he/she is unaware of.
Impulse control is the final piece in the puzzle. Knowing about oneself is necessary but not sufficient. Controlling disrespectful behavior requires intense concentration, as the default settings are old and well established. Thus, leaders must pay very close attention to what is happening to them (monitoring) so they can be aware when a problem behavior is about to present itself, and then control that impulse
Embodying all three of the critical components in daily work is enormously difficult, and requires relentless practice and lots of mistakes, but the payoff for this effort is substantial
I have argued that respect is the basis of moral behavior and that one cannot act morally in one's interactions with others if respect is not present. But as we have seen, respect cannot be precisely defined because there are too many legitimate views and interpretations. Still, we can get to the behavior we desire. My experience tells me that a leader who works hard at cultivating the three critical components in his/her behavior will automatically be respectful, no matter how the word is defined.
The three critical components do not come about by accident, or even with the best of intentions. They come about only if we are willing to engage with others, those with whom we interact and who are impacted by our behavior. In a sense this requires that we are able to control our normal defensive reactions even before the understanding of our motives or behavior patters is complete. This demands courage and discipline, for we will be under great stress. We will likely receive information from others (particularly direct reports) that will be contrary to how we see our actions and ourselves. But we must have this information. It does not mean others are absolutely correct, only that they have a perception of us that we need to examine very carefully and address. Others' perceptions of us did not arise in a vacuum. Something we did or said caused or contributed to it.
High Standards and Accountability
Quite a few leaders, when I have posed to them the concepts presented above, have complained loudly that I am recommending a system in which employees have to feel good all the time and the boss is always the culprit, a chronically misbehaving devil. They further argue that such a system denigrates the whole idea of high and demanding standards, and the accountability that must go with those.
These are unquestionable valid concerns. Let me say right up front that I see no contradiction at all between having a respectful work environment and one characterized by high standards and solid accountability. Having both is indeed possible. The problem is not in having high standards or strict accountability; it's in how those are put into play, if they are at all, by leaders. Consider the executive I know who has very high standards, ones entirely in keeping with his organization and his industry. Unfortunately, his manner of conveying those standards, and in holding people accountable, is abusive. Or recall the leader I mentioned earlier who has a real fear of conflict. His standards are high, but only in his words, not in his actions. He articulates fine standards, but when it comes time to hold folks accountable for them, he folds.
Leaders have told me they occasionally get very angry at a person's poor work or errors. Leaders may justifiably feel anger about the staff person's mistake. Once again, feeling anger is not the problem. The problem is acting it out in ways that are disrespectful. Can a leader express anger and frustration without letting drivers, style aspects, etc., get in the way? Absolutely, but doing so requires powerful self-control.
Being respectful is often associated by people with helping them feel good. This is not what respect and moral action are about. Certainly people treated well are likely to feel good, but that is not the aim of leader moral behavior. A leader could act very respectfully and still have a person be upset and angry, or experience hurt feelings. If the leader is truly being respectful, embodying the three critical components, those hurt feelings, etc., are not his/her problem. Like leaders, staff members are prone to their own issues around drivers, style, etc., and may very well become captured by one of these elements in the midst of a stressful interaction with the boss. In most cases the most important thing for the leader to do in this situation is to control his/her behavior and, where, appropriate, call the person on his/her behavior.
Moral leadership entails providing people clear standards and holding them constructively accountable. Not doing so, for whatever reason, can be seen as immoral leadership. In fact, I argue that not holding a person directly and constructively accountable is among the most reprehensible aspects of immoral leadership. A true breakdown of moral courage.
True moral behavior can be a part of every organization's functioning, but it demands that the small, frequent interactions that occur every day are characterized by respect. Most folks, including leaders, agree heartily with this idea. What they fail to understand, and which is why we still have lots of immoral behavior among leaders and staff, is that they must focus their efforts in a new direction and look at things they have considered irrelevant or even dangerous
The new "things" they have to look at are:
- The nature and quality of interactions between leaders and their followers, and how those need modification.
- The degree to which leaders monitor their behavior and the impact on others.
- The use of that monitoring to control behavior.
- The presence of reinforcing aspects that encourage respectful/disrespectful behavior.
Leaders are not psychoanalysts and should not try to be. It is not a leader's business what drivers a person has or whether he/she is aware of them. It is the leader's business whether and how those drivers are acted out, and this can be described objectively and non-judgmentally. This a leader can work with. If, through the leader's efforts, a person becomes more aware of what is happening "inside," fine. If not, that too is the person's own business. But the lack of awareness, or even agreement, does not mean that person may continue inappropriate behavior
Seen in larger scope, top-level leaders must not only embody (properly act out and model) the value of respect through self-awareness and self-control, they must know how leaders below them are acting those out, and have both formal and informal systems of assistance to leaders who are not in the "moral place" yet. These requirements are demanding in the extreme. They call on leaders to look at themselves and their organizations in ways they have not done before, and which will likely produce information they don't want to hear and with which they may disagree mightily. Further, there must be different and more comprehensive feedback methods that tell the full story about how subordinate leaders are really behaving with their staffs. The efforts some organizations have put into play to address this, such as 360-degree feedback procedures, can produce valuable information. However, that information is often ill used if it conflicts with unexamined assumptions and mental models, or provokes the acting out of personal needs for which there is no accountability
As part of a 360-degree feedback process, I provided a senior leader information from a questionnaire of his direct reports regarding his leadership skills and behavior. Unfortunately for him the results were less than stellar, indicating that his staff had a very low level of trust in him. He responded with anger and total disagreement, defending himself vocally. Whatever his personal needs were at that moment of stress, they kept him from using critical information to improve himself and to aid his staff in producing great work. Immoral leadership.
Perhaps the most significant way senior executives can inculcate moral behavior into the organization through its leaders at all levels is to take modeling to the next level. Each leader must engage directly with those leaders that report to him/her. That engagement requires the supervising leader to learn, from personal experience with the direct report, how the latter actually behaves. This requires, for example, the supervising leader to be in meetings with the person supervised to see how things go. Since people in such settings are likely to be on their best behavior, the leader also needs to talk with the direct report leader's staff, either in the form of personal interviews or short surveys. Obviously, for this to work the supervising leader needs to have established an environment of trust. Otherwise, no one will tell him what he really needs to know
Lastly, the supervising leader must pay very close attention to how those leaders reporting directly to him/her behave under pressure. Personal needs, etc., pop out when leaders are under stress, and moral leadership is easily compromised. This information is invaluable. No matter how wonderfully leaders tell their bosses they behave, they must be seen in stressful situations to get a full and real picture. Some of these situations can be created directly by the supervising leader engaging with the direct report in challenging, but respectful, ways around how the latter behaves.
Failure and Misunderstanding
At the start of this paper I stated that immoral behavior continues to exist within our institutions because of two things: a failure to see that the essence of leadership is moral behavior, and a misunderstanding of how moral actions arise and are inculcated into the workplace.
Leadership is not about "technical" (or job) knowledge, it is not about titles, and it is not even about great visions, as valuable as those are. It is about having followers, those who willingly work their hearts out to get great work done. People do not bring willingness and dedication to the job accidentally; they bring those because of how they are treated. My thoughts on moral leadership are about how the leader treats others, most dramatically about respect. Much can be demanded of people and accountability can be very tight, but without respect the leader will not have followers, the leader will not have the highest levels of energy and commitment that arise only from within the followers. So, leadership at its most fundamental is about engendering respect within the organization, top to bottom. This is moral leadership.
The "misunderstanding" I mentioned at the start of this paper comes down to this: some changes in people's behavior can be brought about through training and other assistance, including legal sanctions, as the improvement in women's managerial opportunities and the increasing diversity efforts in the workplace attest. But these actions do not mean people one-on-one will necessarily behave more respectfully; they may just be more subtle or careful. The tone set within an organization for moral behavior comes from the leadership at all levels, but most particularly from the senior leaders. Certainly some of that tone comes from offering women more advancement opportunities and by developing a more diverse workforce. But from my experience a larger portion comes from the way in which leaders treat others (followers, peers, their own bosses) on a daily basis, and which non-managerial staff usually mimics. And this is all about respect.
For moral leadership to work its way through any organization, the way leaders behave and the way people treat each other must be the focus of an institution-wide, senior leader-driven approach. Without this systemic view, pockets of moral leadership may exist, but the system as a whole will not support it. Moral behavior arises and is inculcated into the workplace only through the actions of leaders, top to bottom. It will not occur because top leaders tell us they insist on having moral leadership, through training, cleverly worded values statements, cross-institutional forums about respect, high-priced consultants, or pleas and exhortations by leaders. Moral behavior (respect) must be demonstrated at all times by all leaders, in every interaction throughout every day. Those at the top, those with the highest level of responsibility for ensuring leaders act morally, must begin the effort with themselves. Senior leaders have little credibility with staff when the former articulate fine sentiments on work place interactions and respect, but do nothing about either their own behavior or that of those leaders below them.
Is moral leadership on any large scale a pipe dream? I do not know, but I know that people with understanding, commitment and will can bring about a profound level of change that encourages moral leadership. The difficulties are enormous. The sheer momentum of so many leaders in so many organizations acting immorally, even if in small ways, is daunting.
Will the challenges be met and overcome? Only each individual leader can answer that question. Are you one of the few who can reverse the tide?
© 2000,2001 Wharton & Roi
View the Wharton & Roi website.


text:
Faculty in Radio and TV
Location Abu Dhabi
Job Code 1222
Department College of Arts and Sciences
Apply Now
Abu Dhabi University has been dedicated to offering internationally benchmarked undergraduate and postgraduate programs and has become one of the region's leading centers of academic excellence. We have a vibrant and cosmopolitan student population of more than 6,000 students from over 60 nationalities enrolled in 32 undergraduate programs and 24 postgraduate programs, including our prestigious DBA.
International Accreditations:
Abu Dhabi University is the only private higher education institution in the UAE and the region to receive international accreditation and institutional recognition from the "Western Association of Schools and Colleges: Senior College and University Commission – WSCUC". The College of Engineering has earned international accreditation from ABET for five of its engineering and IT programs. The College of Business Administration is within the niche ranks of only 1% of the world's business programs that have earned international accreditation from both AACSB and EQUIS.
The university seeks and capitalizes upon opportunities to cooperate with peer institutions worldwide, and applies state-of-the-art learning technologies in modern facilities.
The Mass Communication Program in the College of Arts and Sciences (CAS) has started in Spring 2012 at Abu Dhabi University, and has a state of the art professional Educational TV studio and a media computer lab.
College of Arts and Sciences is accepting applications for faculty appointments at all ranks for Fall 2017/18 in the following area: Radio and TV.
The applicant will be appointed to work in ADU Campuses across the UAE. Appointments at all levels (Assistant Professor, Associate Professor and Professor) are available and will be decided based on qualifications and relevant experience.
Qualifications and Requirements:
Competitive tax-free compensation & benefits package.
To apply please visit: www.adu.ac.ae

subset: commoncrawl


text:
Milford Professional Firefighters
Toys For Tots
Sponsored by the Milford Professional Firefighters Association
Local 944
2016 Co-Chairmen - Jason Stacoffe and Doug Hanigan
If you would like to donate to the Toys for Tots Program you may do so at any Milford Fire Station or send a check to:
Toys for Tots
Station 7
55 Wheelers Farm Road
Milford CT. 06461
We would be pleased to accept any new, unwrapped toy or book.
Our program supports many Milford families with children each year.
Any family needing assistance should call 203-874-6785 after November 24. Proof of residency is required.


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The Middle School at Corpus Christi College has certainly accepted the above challenge. Our vision and philosophy for the future has captured the particular needs of our early adolescents. Combined with our laptop programme, we have maximised our students' learning by allowing them the capacity to collaborate, share experiences, work across disciplines and take control of their learning.
The educational philosophy at Corpus Christi College recognises the importance of the development of knowledge and skills. It is a philosophy that encourages students to use their gifts and talents in order to become independent and creative thinkers, who have a sense of purpose and desire to make the world a better place, espousing the principles of educating the whole person for a life of active and responsible citizenship. Using an inquiry based approach with an expectation that young people become knowledgeable and caring, who understand their responsibilities as stewards of the earth and who want to help create a better and more peaceful world, through an understanding of different cultures and respect for individuals, regardless of differences. At Corpus Christi College we encourage students to become active, lifelong learners. This is no more evident than the extraordinary work that has been done with the Personal Project in Year 9.
We are committed to educational principles in Years 7 to 9 which are based on good educational research in how students learn in the middle years (e.g Bloom's Taxonomy, brain-based learning, criteria referenced assessment, collaborative, inquiry and student centred learning).


text:
Truefire Brad Carlton Improvisation a la mode
Publisher: Truefire | Language: English
Video: SWF, data-dvd, 320x240 (4:3), 924 Kbps, 30,0 fps | 2,91 Gb
Audio: MP3, 128 Kbps, 44100 Khz, 2 channels | Length: 07h 14min
Improvisation A La Mode unravels the mystery of improvisation by revealing Carlton's unique approach for instantly identifying parent keys along with their respective modes and applying his improvisational know-how to create rich colors and textures in solos and rhythm work.
Improvisation A La Mode is a hands-on playing course - no manuals, tedious theory, paperwork or exercises required. You will play your way through the course by following the video segments, referencing a single chart and practicing over correlated jam tracks. Here's how Improvisation A La Mode works:
All seven modes are presented and discussed in detail to explore the mode's construction and tonality.
Using the mode's corresponding jam track, Carlton demonstrates the mode's tonal colors and their application for solo and rhythm work.
Carlton presents all major scale forms, across the neck, from which the modes can be utilized in any position.
A system for quickly identifying parent keys and scales is presented and demonstrated extensively.
Octaves and pentatonic scales are presented to quickly connect parent scales with their respective modes.
A wide variety of progressions are examined with demonstrations of solo and rhythm improvisation.
The course also comes with Brad Carlton's JamBox, which serves up 100 jam tracks across a variety of styles so you can apply your new-found improvisational prowess. Each jam track features a reference chart for solo and rhythm improvisation guidelines.
Reuploaded. PiRAT


text:
Although most Americans accept that climate change is happening, most also perceive it as a distant threat. They see it as someone else's responsibility, and feel helpless to do anything about it anyway.
For practitioners on the front lines of climate adaptation, that's a problem. We see the impacts of climate change in flooding rivers, drowning salt marshes, and pest-infested forests. We recognize the need to act now. But without buy-in from colleagues, landowners, community leaders, officials, and funders, we can't.
Effective communication is essential for engaging diverse stakeholders in climate adaptation, but many practitioners need guidance on how to reach target audiences with messages that are empowering, not overwhelming. Practitioners in the land conservation sector have a unique role to play in advancing climate adaptation on the ground, but many are just starting or haven't yet started having those conversations.
In response to this challenge, the Massachusetts Ecosystem Climate Adaptation Network (Mass ECAN) -affiliated Climate Communications Working Group partnered with the Land Trust Alliance and the Open Space Institute to create a set of climate-communication recommendations based on social-science research, a searchable database of example climate-communication products developed by Northeastern land trusts, and a gallery of real communication products developed by practitioners that embody best practices, with accompanying interpretive text explaining why.
These products can help practitioners develop effective communication techniques based on research and examples from peers that bring best practices to life.
While this project grew from a partnership with organizations focused on land trusts throughout the Northeast, the Work Group is continuing to collect and share good communication examples from practitioners in other sectors here in Massachusetts. If your organization has an outstanding communications product, please feel free to share it with massecan at umass.edu.
Explore the products:
Recommendations for climate change communications
Database of example communication products
Example communication products with interpretive text:


text:
I'm using Fusion at home and trying to find workarounds for my texturing, look-dev and lighting pipeline. A must thing to have these days is cryptomatte, I can't see any work done without it, going back to ID passes is not an option.
- To install it properly, you need to place the 3 .lua files in the same directory where your Fusion executable is located.
- The fuse file should be places inside of your fuses folder and then blackmagic folder.
- Apparently at the time of writing this, there is a bug with cryptomatte for Fusion not reading properly the cryptomatte data inside of a multi channel .exr
- Rendering the cryptomate data in individual .exr is the best way to work.
- Having the cryptomatte in it's own .exr will save the pain of shuffle channels in Fusion.
- Use the add button and the color picker in the viewport to isolate parts of your render in the alpha channel.


text:
Introduction for Professional Writing Skills
Business letters are more informal than formal written letters. Traditional written communication rules must still be followed, but they are somewhat more relaxed in relation to business E-mails in the actual world. Individuals cannot be bothered with way too many customs that can cause confusion because of differences in culture, main language spoken, geographic location or the absence of the face-to-face factor. Listed here are 6 simple steps you should use to create e-mails which are simple, powerful and stylish.
A business e-mail that runs more than two or three paragraphs is just too long. If you must write prose, use a word processor and fasten the document to the e-mail, but never try to tell a ballad or write a short story in a businesse-mail. E-mail writing for business is an art that can be developed; make sure to say what you want to say and nothing more - or less, as we will see in the next step.
A topic line will there be to provide the recipient a clue to the contents of the e-mail. Subsequently, in case you are authoring one thing, the essence of this one thing is principally your topic line. For instance, in case you are inviting a enterprise acquaintance to a gross sales promotion, you may attempt: Private Invitation to XXX Gross sales Promotion. " In case you are asking a potential consumer for an appointment on a selected day, then Assembly request from John Doe of XXX, Inc. " is likely to be good. By no means power your e-mail recipients to you know what your e-mail is about. Straight and to the purpose is the skilled manner. If you happen to do not wish to reveal the actual content material of the e-mail, you may merely say Vital - Please Learn Instantly " or no matter is suitable.
Proofread your message for content material. Be sure you have not omitted any vital particulars (or repeated your self ). Studying your electronic mail aloud or asking somebody to proofread it's an effective way to get a distinct perspective on what you have written. Write your electronic mail in the identical skilled method that you'd use to electronic mail anybody with a query. Introduce your self within the first paragraph (if mandatory ). Additionally embody why you are writing, and the way you discovered that particular person 's Electronic mail address, or the opportunity you're writing about.


text:
Swiss Chard Cakes with Goat Cheese Horseradish Sauce
In looking back over the blog I realize that I post a lot of breakfast foods and baked goods. No surprise really since breakfast is my favorite meal, and I have always loved to bake. That said, it really isn't a fair representation of all I eat and cook. I will have to do better about posting more vegetables. So here is a great little dish that we had in school last week. I didn't actually cook it, but I certainly did eat it! These little cakes are kind of like a little omelet only not so eggy. They are simple to make with only a few ingredients, and are really nutritious with greens and eggs. A great way to get some protein without eating grains, beans or meat. The chard is full of nutrients like all leafy greens are. I have given you the stats on greens several other times, so I am going to skip that this time. Chard does have 13 different antioxidants in it! If you want to read about it you can find nutrition information here.
This recipe is from the Esalen cookbook, which is a retreat center in California. Their cookbook is full of really good recipes, and one that I have in my home collection. (It is not vegetarian.) This recipe was part of our anti-cancer menu, I assume because the Swiss chard is so nutrient dense. The egg mixture can be a little temperamental to work with. Work kind of quickly so the eggs don't deflate, and use your fingers to pick the mixture up to put a little piles in the pan to cook. You then pat it down with your fingers. Not too hard and you don't have to worry about how pretty they are. Just make 'em and eat 'em!
On another note, isn't this little snowman so cute?
Swiss Chard Cakes with Horshradish Goat Cheese Sauce
Prep Time: 15 minutes
Cook Time: 10 minutes
Keywords: breakfast entree side swiss chard
Ingredients (4 servings)
- 4 large eggs
- 1/2 tsp salt
- 1 small yellow onion cut in half and then sliced into half moons
- 1/2 pound Swiss chard, washed and patted dry
- 4 Tbsp olive oil, coconut oil, or sesame oil
- 4 oz goat cheese
- 1/4 cup water
- 1 Tbsp prepared Horseradish
- 2 tsp fresh dill, minced
- sea salt
Make the sauce: Mash the goat cheese in a mixing bowl with a spoon until soft. Mix in the water and horseradish and stir until you have a smooth consistency. Mix in the dill and a big pinch of salt. Taste for seasoning and adjust as needed. Pour into a serving dish and set aside.
Cut the thick stems out of the swiss chard. Save stems for another use. Lay the leaves on top of each other. Roll into a tight log, like a cigar. Slice into 1/3 inch pieces, making long ribbons. Set aside.
Separate the egg whites and egg yolks. Beat the egg whites with an electric mixer until stiff peaks form. Blend in the egg yolks and salt, mixing until combined but trying not to deflate the whites too much. Add the chard and onion into the egg mixture. Stir gently but combine well.
Heat oil in a heavy skillet or frying pan. Using your hand, scoop up a nice amount of the chard mixture. Lightly put it into the hot pan and gently pat it down into a cake. Repeat to make as many cakes as fit in your pan. Cook about 4 minutes until the first side is golden brown. Turn and cook until the second side is golden brown. Place on a platter and keep warm while you cook any remaining batter. If the egg starts to separate out, just stir a bit. Serve cakes with horseradish sauce either on the side or drizzled on the top.


text:
New 2019 Lexus GX 460 Sport near Oak Park, IL
- $59,628
RebatesLexus CashExp: 12/02/2019$3500
- - $3,500
- Internet Price
- $56,128
Vehicle Details
|Stock #
|Exterior Color
|Starfire Pearl
|Interior Color
|Gas Mileage
|City:15 Hwy:18
Currently Viewing
New 2019 Lexus GX 460 Sport
- $59,628
RebatesLexus CashExp: 12/02/2019$3500
- - $3,500
- Internet Price
- $56,128
Additional Vehicle Information
- Features
- Specs
- Warranty
- Comfort
- Exterior
- Interior
- Safety
- Technology
- Mechanical
Comfort Features
|Dash trim
|leatherette, wood
|Center console trim
|leatherette, alloy
|Floor mat material
|Shift knob trim
|leather, chrome
|Steering wheel trim
|Door trim
|wood, leatherette
|Interior accents
|metallic-tone, wood
|rear folding, rear center with cupholders
|Floor mats
|rear, front
|Floor material
Convenience Features
|front, third row, rear
|Memorized settings
|2 driver, steering wheel, driver seat, side mirrors
|Power outlet(s)
|115V cargo area, 12V front
|One-touch windows
|Reading lights
|front, rear, third row
|Power steering
|Easy entry
|manual rear seat, power driver seat, power steering wheel
|Multi-function remote
|illuminated entry, panic alarm, proximity entry system
|Cargo area light
|Cruise control
|Retained accessory power
|Power windows
|lockout button
|Courtesy lights
|Footwell lights
|Overhead console
|Steering wheel mounted controls
|audio, cruise control, phone, multi-function, voice control
|Push-button start
|Vanity mirrors
|dual illuminating
|Assist handle
|rear, front
|Center console
|front console with armrest and storage, illuminated
|Steering wheel
|power tilt and telescopic
|Rearview mirror
|Conversation mirror
|Universal remote transmitter
|Homelink - garage door opener
|front seatback, cargo tie-down anchors and hooks, sunglasses holder, door pockets, accessory hook
Air Conditioning
|Front air conditioning
|automatic climate control
|Front air conditioning zones
|Rear vents
|second row
|Air filtration
|Moonroof / Sunroof
|tilt/slide, one-touch open/close, anti-trapping, power glass, sliding sunshade
|Roof rails
|Roof rails color
|Daytime running lights
|LED, auto delay off, auto on/off, self-leveling
Tires and Rims
|Tire type
|all season
|Spare tire mount location
|Spare wheel type
|Tire Pressure Monitoring System
|Wheel spokes
|Spare tire size
|Rear wiper
|intermittent, with washer
|Window defogger
|Front wipers
|variable intermittent
|Power windows
|safety reverse
|Rear privacy glass
|Solar-tinted glass
|Liftgate window
|manual flip-up
|Rear door type
Exterior Features
|Running boards
|step, illuminated
|Front bumper color
|Door handle color
|Mirror color
|Rear spoiler
|Rear spoiler color
|Grille color
|chrome surround, black with chrome accents
|rear, front
|Exhaust tip color
|Rear bumper color
|Running board color
|Window trim
|Body side moldings
|body-color with chrome accents
|Emergency locking retractors
|third row, rear, front
|Seatbelt pretensioners
|front, rear
|Seatbelt force limiters
|Seatbelt warning sensor
|Third row seatbelts
|Rear seatbelts
|Front seatbelts
|Driver seat power adjustments
|height, 10, lumbar, reclining
|Passenger seat power adjustments
|height, 10, lumbar, reclining
|Third row headrests
|2, adjustable
|Rear headrests
|3, adjustable
|Rear seat folding
|Front headrests
|2, adjustable
|Third row seat type
|50-50 split bench
|Front seat type
|Rear seat type
|40-20-40 split bench
|Rear seat manual adjustments
|Upholstery accents
|Third row seat folding
|split, flat
|Rear seat
|Turns lock-to-lock
|Steering ratio
|Rearview monitor
|in dash
|Active head restraints
|dual front
|Child safety door locks
|Child seat anchors
|LATCH system
|Energy absorbing steering column
|Impact sensor
|door unlock, fuel cut-off, alert system
|Safety brake pedal system
|Body side reinforcements
|side impact door beams
|Camera system
|First aid kit
|Crumple zones
|front, rear
|Airbag deactivation
|occupant sensing passenger
|Side airbags
|front, rear
|Knee airbags
|dual front
|Front airbags
|Side curtain airbags
|front, third row, rear
|Side-curtain airbag rollover sensor
|Rolling code security
|Power door locks
|anti-lockout, auto-locking
|Anti-theft system
|engine immobilizer, alarm with remote
|2-stage unlocking doors
|Side mirrors
|integrated turn signals, heated
|Side mirror adjustments
|power, manual folding, reverse gear tilt
Audio System
|voice operated, touch screen display, AM/FM, HD radio
|Auxiliary audio input
|Bluetooth, jack, USB, iPod/iPhone
|Antenna type
|diversity, mast
|In-Dash CD
|single disc, MP3 Playback
|Total speakers
|Radio data system
|Speed sensitive volume control
|Satellite radio
|Electronic messaging assistance
|with read function, voice operated
|Smart device app function
|vehicle location, lock operation
|Driver assistance app
|roadside assistance
|Wireless data link
|hands free
|Real time traffic
In Car Entertainment
|Connected in-car apps
|Google POIs, weather, sports, stocks, Amazon Alexa
|Infotainment screen size
|8 in.
|Instrument cluster screen size
|4.2 in.
|Trip computer
|Electroluminescent instrumentation
|Driver information system
|tachometer, oil pressure
|Digital odometer
|External temperature display
|Warnings and reminders
|lamp failure, low fuel, engine oil, coolant, maintenance due, tire fill alert
|Multi-function display
|Fuel economy display
|MPG, range
|Trip odometer
Stability and Traction
|Hill descent control
|Stability control
|Traction control
|Hill holder control
|Trailer stability control
|4WD type
|full time
|Center differential
|Axle ratio
|Limited slip differential
|Locking differential
|Rear brake type
|ventilated disc
|Rear brake diameter
|Front brake diameter
|Front brake type
|ventilated disc
|Braking assist
|Electronic brakeforce distribution
|Power brakes
|Front suspension classification
|Rear suspension classification
|Front suspension type
|double wishbone
|Rear suspension type
|Rear spring type
|Front stabilizer bar
|Rear stabilizer bar
|Front spring type
|Rear shock type
|Front shock type
|Front struts
|130 amps
|Battery saver
Towing and Hauling
|Trailer wiring
Drive Type
|Drive Type
|Standard Seating
|Max Seating
|Head Room (front)
|38 in
|Head Room (rear)
|40.2 in
|Hip Room (front)
|56.5 in
|Hip Room (rear)
|55.2 in
|Shoulder Room (front)
|55.4 in
|Shoulder Room (rear)
|57.3 in
|Leg Room (front)
|41.7 in
|Leg Room (rear)
|34.1 in
|Seating Rows
|Head Room (third row)
|35.2 in
|Hip Room (third row)
|43.1 in
|Shoulder Room (third row)
|54.5 in
|Leg Room (third row)
|29.3 in
Measurements of Size & Shape
|192.1 in
|74.2 in
|Width (without mirrors)
|74.2 in
|74.2 in
|109.8 in
|Ground Clearance
|8.1 in
|Angle of Approach
|21 degrees
|Angle of Departure
|23 degrees
|Track Width (front)
|62.4 in
|Track Width (rear)
|62.4 in
|Break-over Angle
|21.0 degrees
Measurements of Weight
|Gross Vehicle Weight Rating
|6600 lbs
|Gross Vehicle Weight Range
|6001-7000 lbs
|Curb Weight
|5130 lbs
|Gross Combined Weight Rating
|13100 lbs
|Max Towing Capacity
|6500 lbs
Truck Specifications
|Max Payload
|1315 lbs
Interior Dimensions
|Cargo Volume
|11.6 cu ft
|Interior Volume
|141.3 cu ft
|Passenger Volume
|129.7 cu ft
|Cargo Volume (rear seats down)
|64.7 cu ft
|Cargo Volume (third row down)
|46.7 cu ft
Performance Specifications
|Aerodynamic Drag
|0.35 Cd
|Turning Circle
|41.1 ft
|Acceleration (0-60MPH)
|7.8 seconds
Fuel Tanks
|Fuel Capacity
|23.0 Gallons
Wheels and Tires
|Front Tire Type
|Front Wheel Diameter
|18.0 x 7.5 in
|Rear Tire Type
|Rear Wheel Diameter
|18.0 x 7.5 in
Other Vehicles Customers Viewed
Contact Dealer
Dealership Information
" Best buying experience I have ever had and test drove purchased and was driving my new car in less than two hours. Great salesman and business manager was more interested in taking care of my needs rather then selling extras. "
" I am very happy with my used car from McGrath Lexus of Westmont. After negotiations were complete we were satisfied and excited to move forward with the purchase. Joe Scala expedited the signing process for us - so we were in and out of the dealership (with three kids in tow) quickly! We are pleased that McGrath Lexus worked with us to repair a few flaws in the vehicle! "
" After driving to 3 different dealerships thank you to CASEY BACA I was finally able to finance my dream vehicle ! I 100% recommend stoping here first if they can't help you no one else can ! Most friendliest patient people to work with. "
" Luxurious and elegant , from me to me! "
" Wow what a great dealership! Very nice layout of their inventory and looks welcoming for anyone that wants to come purchase a Lexus. I also would recommend working with Alan Stern at this fine location. Very professional sales associate that knows what the cars are all about. Words cannot describe how beautiful their Lexus LFA Nurburgring Edition looks like inside the showroom floor! Definitely recommend this dealer and Alan for your Lexus needs! "
" We worked with Casey Baca and she was great! She kept in touch with us constantly when we saw a car online but could not get in until a few days later. We finally were able to get in and she stayed late to make sure we could get everything done. We did a trade in and the value came in lower than we anticipated so she matched the previous quote. We love our new car and she was phenomenal to work with! "
" Purchased my car about a year ago their customer service is that standing. Thanks Scott in the service department for making my day run smooth. I drop off my car had recall and oil change Scott gave me a loner car so I could get my errands done. Scott informed me that the batteries in my key fob are replaced for free too good to know . They also have a very comfortable waiting area if you choose to stay. "
" Great dealership. "
" Recently purchased my 2019 Lexus RC350 F Sport from Larry, I would recommend him to anyone purchasing a new vehicle. Him and the finance team truly lived up to the Lexus slogan "Experience Amazing". They were beyond helpful on getting me in my dream car while staying in my budget. "
" This is the best service I've ever gotten from a car dealership. I've been to Audi, Lexus of Orland, and Range Rover in Orland, but none offered the level of customer service that McGrath offers. Everyone we encountered were friendly, warm, and professional: Larry P. was our salesman, Jimmy P. our tech guy, and Michael C., finance manager. They offer lots of customer perks, such as nail services and massages! Unfortunately the day I bought my car, the nail tech was already gone at 5:30. You also get unlimited free car washes when you purchase your vehicle from McGrath. I am very pleased with my purchase, and will gladly do business with them again. "
" Had a great buying experience with McGrath Lexus of Westmont. Made buying my car a very easy decision. I worked with Alan Stern and Greg Luzinski. Best deal in the area for the car I was looking for. Even after the sale, they were still very helpful with any questions or concerns that I had. Would definitely do business with again. "
" Hello I just purchased a pre owned car from McGrath Lexus of Westmont , And I must say this has been on of the most confident and pleasant experiences I've ever had buying a car. Wasn't no pressure or hassling by sales rep(s)..I was helped by Phil Carlson a sales rep. For McGrath Lexus he was very HONEST! and PROFESSIONAL! which sometimes is usual at dealerships, I found a car I liked but there was some concerns about the car that I inquired about, And Phil said those concerns would be met and the sales manager backed his decision PRICELESS! when I decided if I wanted car, So i took them at their word and they met my demands or requests should I say. And I walked away extremely confident and satisfied with purchade of vehicle. Thanks to Phil who was super cool and nice. So if you're looking for a honest and straightforward sales rep. go see Phil Carlson at McGrath Lexus .. He has my vote...LOL.. thanks you again to the staff at McGrath Lexus. "
" Car was sold. Yes they had a very quick response. "
" I recently purchased a preowned vehicle from this dealer with the assistance of Rita. From the very beginning of the car buying experience to the very end, Rita was very kind and treated me with the utmost respect. I live in a neighboring state so I did have to travel a little to visit this dealership but Rita had the car I was interested in washed and ready to drive as soon as I arrived (we spoke prior to me arriving about what car I wanted). She even took the car to the police station for me for the VIN Verification process, saving me a trip. She was awesome and so was everyone else that I encountered at this dealership. I will definitely be visiting again when it is time for a new car. Thanks, Rita!! "
" not able to really rate overall...just got one question answered over the phone and it was a good straightforward response so I gave them 4star "
" Our experience in buying our Lexus at McGrath was superb cannot say enough good things about the staff and how good we were treated. We walked in McGrath on a Thursday night at 7:30pm thinking they closed at 9:00pm but they close at 8:00pm the staff never rushed us, when all was done, we ended up leaving at 10:30pm. We worked will Mel Owens, we told him the price we wanted to walk out with and he was able to do that for us, he was pleasant, not pushy, never made us feel rushed, he made us feel like a valued customer. When we went to finance, we worked with Aldo, he is class all the way around. Aldo took his time with us and got us the best rate we can possibly get, with our credit rating, he was knowledgeable, congenial and also made us feel like a valued customer. We so appreciate McGrath Lexus for our great experience with them. Mr. and Mrs. Villagomez "
" Larry was very informative about McGrath and vehicle. "
" Their preowned inventory is preety awesome. Justin from there was very helpful but more than him the financial work guy was really outstanding I forgot his name but he is really a good guy he guides through every process whether you have sign required things or your amount is correct in paper and also offer you a best and best apr for financing. Grat job "
" I will never buy another car any place else except McGrath Lexus of West mont they are proffessional and know how to treat their coustmers DENO is the best Mel Owns i love working with both of them!!!. "
" Great service and friendly staff "
" Great!! "
" I bought a used Lexus at McGrath from Phil, the experience was great, no pressure, quickly negotiated a fair price. Paperwork was completed quickly and no surprises. "
" Outstanding sales service!!! "
" McGrath Lexus is by far the best dealer in the area .Marian and Jon were outstanding to deal with. They gave us a wonderful deal on our new Lexus NX. I recommend buying your next car from them! "
" Always lovely to manage my automotive needs, comfortable, relaxed & acomidating @ McGrath Lexus "
" Very pleasant visit "
" This place is awsome . "
" Great service and very nice people "
" I'm so happy with my new (previously owned) Lexus. I inquired online, and Paul Stewart contacted me by email to help better define what I was looking for. He's been in the auto sales business for several years, and knows a lot about cars. No high-pressure sales tactics. He asked what I was looking for and set up the appointment for the test drives according to my schedule. Excellent service. "
" Loyal customer to this dealer...car washes for life, great service, friendly staff and reasonable prices. (for Lexus) "
" My wife and I had a wonderful experience buying our new Lexus. We told Casey Baca what we were looking for and she had a line up of cars waiting for us. She walked us through each vehicle and was patient with our decision. Once we decided she got us through the paper work quickly. Mike Connery the finance manager was great as well. He got us a great rate and walked us through the process. We were in and out of there. It was very nice not to have to haggle. Ben showed my wife and I how to work all the tech in the car. Over all 10/10 experience! "
" I highly recommend McGrath Lexus of Westmont. Purchased a used vehicle from Rita Barkstrom. She provided outstanding customer service throughout the entire buying process. Thank you! "
" My husband and I had a fantastic experience working with Joe Scala and Aldo Datoli. Both were friendly, informative and patient with our questions. We never felt pressured or rushed into making a decision throughout the process. It was a pleasure doing business with the McGrath team- we were very impressed with the customer service and we love our new RX! "
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Metabolic Study of Sleep Apnea in Men and Women
|The safety and scientific validity of this study is the responsibility of the study sponsor and investigators. Listing a study does not mean it has been evaluated by the U.S. Federal Government. Read our disclaimer for details.
|ClinicalTrials.gov Identifier: NCT00706511
Recruitment Status : Unknown
Verified September 2016 by University of Chicago.
Recruitment status was: Active, not recruiting
First Posted : June 27, 2008
Last Update Posted : October 3, 2016
- Study Details
- Tabular View
- Results Submitted
- Disclaimer
- How to Read a Study Record
|Condition or disease
|Obstructive Sleep Apnea (OSA)
|Device: CPAP
|Not Applicable
|Study Type :
|Interventional (Clinical Trial)
|Estimated Enrollment :
|60 participants
|Intervention Model:
|Parallel Assignment
|None (Open Label)
|Primary Purpose:
|Official Title:
|Sleep and Metabolism in Obesity: Impact of Gender
|Study Start Date :
|December 2007
|Estimated Primary Completion Date :
|August 2017
|Estimated Study Completion Date :
|August 2017
Experimental: 1
Obese men and pre-menopausal women with OSA will receive 6 weeks of CPAP treatment, and assessed with a 3-day experimental protocol.
Device: CPAP
CPAP (continuous positive airway pressure) treatment at home for 6 weeks
No Intervention: 2
Obese men and pre-menopausal women without OSA will be characterized with a single 3-day experimental protocol
- Sleep recording/polysomnography [ Time Frame: After treatment (6 weeks) ]
- Frequently sampled IVGTT [ Time Frame: After treatment (6 weeks) ]
Choosing to participate in a study is an important personal decision. Talk with your doctor and family members or friends about deciding to join a study. To learn more about this study, you or your doctor may contact the study research staff using the contacts provided below. For general information, Learn About Clinical Studies.
|Ages Eligible for Study:
|18 Years to 40 Years (Adult)
|Sexes Eligible for Study:
|Accepts Healthy Volunteers:
Inclusion Criteria:
- Obese (BMI of at least 30 kg/m2)
Exclusion Criteria:
- Clinically significant depression
- Positive pregnancy test
- Diagnosis of diabetes mellitus
- Hypertension (systolic > 140 mmHg and/or diastolic > 90 mmHg) not well-controlled on stable medication with either ACE inhibitors or diuretics
- Habitual alcohol use
- Excessive caffeine intake of more than 300 mg/day
- Hemoglobin < 11g/dL and/or hematocrit < 33%
- Systemic illnesses, including heart, renal, liver, or malignant disease
- Taking steroid preparations (including oral contraceptives), medications known to alter insulin secretion and/or action, or medications known to influence sleep during the 2 months prior to starting the study
- Travel across time zones during the 4 weeks prior to starting the study
- Irregular sleeping habits (including shift work)
To learn more about this study, you or your doctor may contact the study research staff using the contact information provided by the sponsor.
Please refer to this study by its ClinicalTrials.gov identifier (NCT number): NCT00706511
|United States, Illinois
|University of Chicago Department of Medicine, Section of Endocrinology, Diabetes & Metabolism
|Chicago, Illinois, United States, 60637
|Principal Investigator:
|Eve Van Cauter, Ph.D.
|University of Chicago
Additional Information:
|Responsible Party:
|University of Chicago
|ClinicalTrials.gov Identifier:
|NCT00706511 History of Changes
|Other Study ID Numbers:
P50HD057796 ( U.S. NIH Grant/Contract )
|First Posted:
|June 27, 2008 Key Record Dates
|Last Update Posted:
|October 3, 2016
|Last Verified:
|September 2016
Sleep Apnea Syndromes
Sleep Apnea, Obstructive
Respiration Disorders
Respiratory Tract Diseases
Sleep Disorders, Intrinsic
Sleep Wake Disorders
Nervous System Diseases


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Look at the expressions on this sweet baby boy. Personality plus, no? Lucas is growing up so fast! Every time he's in the studio, we just swoon over his huge smiles and precious stares. I love the clean, flawless look of these milestone sessions. All the focus is on the baby without any competing patterns or colors. It will incorporate seamlessly into any decor and remain timeless for years to come!
Link to this post!


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Brahms Mount Throws and Blankets
Finest fibers, colorfast, eco-friendly dyes
Weavers of premium cotton, linen and wool blankets, and throws. Yarns made of the finest natural fibers and colorfast, eco-friendly dyes - direct from some of the world's best sources. Each item woven on antique shuttle looms by local artisans in Maine, U.S.A. – a centuries-old manufacturing tradition that's carried on with pride. Brahms Mount soft goods are sure to be appreciated!


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This tip really applies more to tournament stringers because of the vast quantity of racquets they'll string in a short period of time. However, if you're in a very busy shop and you're stringing several racquets a day this also applies to you. The worst thing that can happen to a stringer is for your [see more]
Archives for March 2011
String Bed Deflection Linerarity
How do I make sense of the chart I see below? How can it help me? How can it help my customer? Good questions! I will try to answer all of them but if you have any questions please feel free to ask it on the "forum" or as a comment on the post. Very [see more]
Grip Tape Fix
Interestingly enough we see all sorts of little tricks to keep the grip finishing tape from rolling back once it's installed. I've even seen stringers that go to such great lengths as to apply a glue or some other agent to get the tape to stick. If you just think about it, this is an [see more]
Customizing in an Instant!
Racquet customization is a huge part of what I, and many others, do. We do it because we no longer have a '49 Merc around the house that we can slap some flames on and call it a "custom". We just love to make things better! Yesterday afternoon a client, that will remain anonymous, called [see more]
Babolat RDC v FlexFour
These two diagnostic devices represent totally different ways to measure frame "flex", or "stiffness". So, what's the difference? First, the Babolat RDC is probably the "De facto" diagnostic equipment and is referenced by many racquet manufacturers. The FlexFour has gone through several iterations involving "pressure" measurement. So one FlexFour may be different than another. The [see more]
Build a Racquet
Have you ever wondered how a racquet changes during it's trip from the mold to the shelf? Well then, take a look at this brief non-technical post! As you know a tennis racquet is a composite of fiber and resin with the fibers being laid up, over a "bladder", in several layers (layup) that yields [see more]
Remembering Titanium
Remember in the late 90's when titanium was all the rage? Manufacturers were going wild with the stuff and all of a sudden, we were seeing titanium in racquets, strings, balls, and even shoes! So what was the big fuss all about? Well, for one thing, when the word titanium gets thrown about most people [see more]
Donnay X-Red 99 Review
Donnay has re-entered the US market in a big way, or should I say, "thin" way? The over-riding design of the new series is the thin beam. Many players have longed for a thinner racquet to harness power among other things. This Donnay X-Red will not disappoint these players. The beam at the tip is [see more]
Glide Bar Style Clamp Cleaning
Keeping your clamps clean is a very important part of routine maintenance. For those that use a machine with glide bars and clamps there is a great cleaning aid. Get yourself a shotgun cleaning kit! Yep, that's it! If you can just buy the "brush rope" that's all you need. I would buy the 20 gauge [see more]
Babolat Serves Roland-Garros with Passion
As part of the Babolat and Roland-Garros collaboration—effective since January 2, 2011—Babolat has developed the official Roland-Garros range of tennis equipment. Discover the new collection of tennis racquets, bags and accessories in the colors of this Grand Slam. Equipment provider of 2010 French Open winners Rafael Nadal and Francesca Schiavone, Babolat has created a line [see more]


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Councils across the north of Scotland have forked out hundreds of thousands of pounds in compensation n the last ten years to cover damage to vehicles caused by potholes.
In Aberdeenshire alone, nearly £200,000 has been paid out to motorists, while in Aberdeen City, the figure is nearly £100,000. The total reported for all council areas was £4.59million but the true figure will be higher as statistics for some years were not provided.
The figures were obtained by the Scottish Conservatives using freedom of information legislation.
It follows a pledge from the party last week to invest £100million over the course of the next parliament into a pothole fund to help councils address our crumbling roads network.
A report from local government umbrella body Cosla from February showed that funding to maintain Scotland's roads has been cut by a fifth over the last seven years. Total spend dropped from £691m in 2010/11 to £554m last year.
MSP for the north-east region, Peter Chapman, said: "The shocking state of our roads is costing local councils a fortune in payouts to drivers.
"The vast majority of this is entirely avoidable, however. The road network wasn't always in such a terrible state and these claims would be much lower if maintenance was kept up.
"A large part of the responsibility for this must be placed at the door of the SNP government in Edinburgh for failing to provide adequate funding for our councils.
"Given cuts this year and more to come in the future, it is difficult to see how this problem can be rectified by our local authorities alone.
"It will require intervention by government. That's why the Scottish Conservatives have pledged that we would invest £100million in a pothole fund.
"The SNP has neglected the roads network in the north of Scotland and the results are obvious for all to see. Fixing our roads will mean and faster travel across the country without the enormous bill for our hard-pressed local councils."


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Kickstarter campaign for funding the final stages of production of the film. Curry and her partner organization, Center for Independent Documentary, were awarded a prestigious grant by the National Endowment for the Humanities to fund work on Worlds of Ursula K. Le Guin, which is scheduled for wide public television and limited theatrical release in 2017. While a major victory for the production team, the NEH funding presents a new challenge: the agency won't release it until the entire budget has been raised. Curry and her team are now launching a campaign on the crowd-funding site Kickstarter to raise $80K of the remaining $200K needed to complete the film. The Kickstarter campaign launches on January 31, 2016 and continues through February 29, a leap day. Rewards for Kickstarter donors include signed novels and private recorded messages from the author.
The film's website includes, among other things, a video clip about the film. Check it out!


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Watch this and you will know we're in END TIMES! In 48 hrs two M5+ earthquakes hit the USA and one M7 hit the Peru. What caused them?? HAARP Data Says Japan Quake was Induced. Florida , STRANGE EARTHQUAKE.. 20 MINUTES LONG! water flowing INTO somewhere? HAARP Caused Japan Earthquake : Benjamin Fulford. In his latest statement Benjamin Fulford had said,the Earthquake that had hit Japan originated in the New Mexico and Nevada, U.S.
New Madrid fault line being the probable next target. The horrific earthquake weapon HAARP (which can also cause spacequake) which attacked Japan on March 11, 2011 resulting in 10 meter long tsunamis along much of Japan's coast line came from rogue elements of the U.S. government located in underground bases in New Mexico and Nevada.These are informations according to pentagon and CIA sources. Most likely the next target will be the New Madrid fault line in the South- Midwestern United States, according to threats originating from the Nazi George Bush Senior faction of the U.S. government. The United States is supposed to be an ally of Japan,and we demand that you immediately send men with tanks and guns to take these bases and arrest these genocidal rogues. You know who they are and you know where they are, you must act or your own people will be next.
Update : Japan tsumani and earthquake: America on nuclear accident radiation alert. By David Derbyshire and Richard Shears and Daily Mail Reporter Updated: 10:20 GMT, 15 March 2011 California 'monitoring situation closely' amid dramatic escalation of disasterJapan's nuclear crisis now appears worse than the Three Mile Island nuclear accident in 1979 - but not yet as bad as Chernobyl in 1986Japan PM tells people within 19 miles of plant to stay indoors as radiation reaches levels that could impact human heathRadioactive wind could reach Tokyo within hours - and radiation levels are already rising in cityNuclear Regulatory Commission admits it is 'quite possible' radiation could reach the U.S.'Worst-case scenario' could see 30,000ft winds sending nuclear cloud across Pacific - possibly hitting by Tuesday night.
Earthquake Swarm. A series of earthquakes have been experienced in Arkansas and are slowly becoming the norm, though the reason as to why there have been so many remains elusive.
According to the most recent geological report by the USGS, Arkansas has been experiencing about two-to-seven earthquakes a day ranging from about 1.8-4.0 on the richter scale, and the trend doesn't seem likely to stop with up to two dozen quakes sometimes being reported in a given day. More than 800 earth quakes have been reported across the region in the past six months, and the region experienced its largest quake yet this past Sunday reaching nearly 5.0 on the ricter scale. Geologists have presented two possibilities for the constant earth flux, one being that this is a natural event such as a swarm of similar quakes that occurred in the 1980s that hit Enola, Arkansas. The other theory points to a natural gas exploration technique called "fracking" as a possible cause. Earthquakes around the world: see every quake, updated live.
ALERT! WARNING! DANGER! New Madrid EarthQuake Imminent!!!! PROOF that HAARP is being used! Is The New Madrid Fault Earthquake Zone Coming To Life? What in the world is happening in the middle of the United States right now?
Thousands of birds are falling dead from the skies, tens of thousands of fish are washing up on shore dead, earthquakes are popping up in weird and unexpected places and people are starting to get really freaked out about all of this. Well, one theory is that the New Madrid fault zone is coming to life. The New Madrid fault zone is six times bigger than the San Andreas fault zone in California and it covers portions of Illinois, Indiana, Missouri, Arkansas, Kentucky, Tennessee and Mississippi.
The Gulf of Mexico is Dying. It is with deep regret that we publish this report.
We do not take this responsibility lightly, as the consequences of the following observations are of such great import and have such far-reaching ramifications for the entire planet. Truly, the fate of the oceans of the world hangs in the balance, as does the future of humankind. The Gulf of Mexico (GOM) does not exist in isolation and is, in fact, connected to the Seven Seas. Hence, we publish these findings in order that the world community will come together to further contemplate this dire and demanding predicament. We also do so with the hope that an appropriate global response will be formulated, and acted upon, for the sake of future generations.
After conducting the Gulf Oil Spill Remediation Conference for over seven months, we can now disseminate the following information with the authority and confidence of those who have thoroughly investigated a crime scene. The pictorial evidence tells the whole story. I. II. III. BP Oil Spill is on the Jefferson Ley Line. The video below has really stupid music that drowns out the soft spoken person, however, it's the only video connecting a major ley line (The Jefferson Ley Line) with the BP Oil Gusher (It was never a spill).
The Georgia Guidestones also lay upon this same ley line. All of our most important financial centers, monuments and power centers are built on these.


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Join C.S. Lewis Institute - Northeast Ohio for "A Place to Make Disciples: The Doctrine of the Church for Pastors of the Church" on April 24 from 9am to 3pm. This event will include three talks by Dr. Kevin Vanhoozer centered around the contemporary confusion surrounding the Reformation's past division of the Protestant church.
Dr. Kevin Vanhoozer served as Blanchard Professor of Theology at Wheaton College and Graduate School (2008-11) and as Senior Lecturer in Theology and Religious Studies at New College in the University of Edinburgh (1990-98), where he also served on the Panel of Doctrine for the Church of Scotland. He has edited several books, including The Cambridge Companion to Postmodern Theology (Cambridge University Press, 2003), Dictionary for Theological Interpretation of the Bible (Baker, 2005; Christianity Today Best Biblical Studies Book of the Year, 2006), and a collection of essays by Trinity students entitled Everyday Theology: How to Read Cultural Texts and Influence Trends (Baker, 2005). He also serves on the editorial board of the International Journal of Systematic Theology and the Journal of Theological Interpretation and is the North American Consultant for IVP's forthcoming New Dictionary of Theology.
Date: Monday, April 24 2017
Time: 9:00 AM - 3:00 PM EST
Location: C.S. Lewis Institute - Northeast Ohio: 30 West Front Street, Suite 400 Youngstown, OH 44503
Learn More
Built by RevBuilders Marketing: Virginia Web Design, Virginia SEO Company & Virginia Digital Marketing Company


text: Yep, you lucky bastards have read that correctly. We've teamed-up with our buddies at Bahnstormer (probably the world's best motorcycle dealer) to celebrate their 10th anniversary by offering you a whopping 10% off all BMWs in June. No hidden nasties, no surprises, just a big saving and smiles everywhere. And the best bit? You're helping us to carry on making… Read more →


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White, Andrew; Daniel, Elizabeth; Ward, John and Wilson, Hugh
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Despite the considerable number of electronic B2B marketplaces formed and the benefits cited as arising from their use, many have gone out of business. This exploratory study seeks to provide a qualitative exposition of the specific factors influencing the adoption of consortium-owned B2B e-marketplaces. The study is based upon case studies of twelve companies trading through three different consortium B2B e-marketplaces. Twenty-six specific factors are identified and their impact on adoption is discussed. The identification of a significant number of factors specific to this domain provides real meaning and depth to those interested in the future of e-marketplaces. In particular, the factors identified provide those that operate such e-marketplaces with a detailed and actionable understanding of the issues they should address in order to survive, and provide users or potential users of consortium marketplaces with a practical framework with which to assess individual marketplaces. The factors can also form the basis of future studies of other types of marketplaces and of quantitative studies of adoption.
|Item Type:
|Journal Item
|Copyright Holders:
|2007 Elsevier B.V.
|electronic marketplaces; B2B e-commerce; adoption; diffusion of innovation; case studies
|Academic Unit/School:
|Faculty of Business and Law (FBL) > Business > Department for Strategy and Marketing
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
|Item ID:
|Depositing User:
|Jackie Fry
|Date Deposited:
|06 Aug 2008 11:00
|Last Modified:
|13 May 2019 17:29
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