Systematic managerial ignorance (SMI) is concealed as a dark secret especially to protect the rule of outsider executives. SMI is terra incognita, an unknown land that evades usual research methods. A longitudinal semi-native anthropological study of automatic processing plants by a management...

High-trust relationships are both effective and valuable for managing highly specialized organizations, but their creation requires involved managers who expose ignorance, become vulnerable, and endanger personal authority in order to gain trust, learn by cooperative problem-solving, and...

Leadership is an evasive phenomenon and its constructs remain deeply contested. One reason is that leadership is a delicate combination of elements often typified without alluding to changes over time. Students grasped as charismatic the two half-a-century leaders of the largest Israeli kibbutz...

Both moral and phronetic leadership studies largely missed authority-risking trust-creating vulnerable involvement in subordinates’ deliberations by moral rebel outsider executives. The latter high-morally expose gaps in subordinates’ exclusive phronesis and tacit know-how learned on the job...

The two-term limit norm for presidents has protected US democracy for 235 years against autocratic entrenchment but has failed to do so in many other countries. These failures call for a new measure, reducing incumbency advantages in reelection contests by setting super-majority thresholds for...

Co-operatives literature has ignored the leadership factor despite its essentiality for retaining egalitarianism and democracy amid success and growth, and despite the tendency of leaders who succeeded by democratic trust and consent management, to become conservative oligarchic autocrats....

Maintaining co-operative principles in large successful co-operatives requires creativity engendered by high-moral trusted innovative leaders who avoid capitalist practices. However, if such leaders are not replaced within 10-16 years, they usually enter conservative dysfunction phase, suppress...

The kibbutz is supposedly a high-trust society, but ethnography of a regional inter-kibbutz organization and its plants, administered by kibbutz members and operated by hired employees exposed negative managerial practices: amateurism, bluffing, concealing or camouflaging of mistakes and...

Peripherally located kibbutzim belonged to major social movements which were the cutting edge of Zionism and brought about its success, while centrally located inter-kibbutz Federative Organizations (Herafter: FOs) dominated kibbutzim because of oligarchization that was greatly enhanced by their...

What is the connection between leaders' morality and the output performance of organizations? Can their morality explain, through trust, continuity and change of organizational cultures? These questions are fraught with so many complexities that· they can be untied only by Simon's (1992)...