The purpose of this study was to identify Millennial generation hospitality students perceptions of value-centered leadership principles for the purpose of better aligning future leader expectations with hospitality industry workforce realties. Data for this study were collected through survey instrumentation administered to a purposeful sample of Millennials in the Northeast-Midwest regions of the United States ( n = 276). Findings indicated Millennials value leaders that are more orientated toward people rather than task and organizational mission. In terms of value-centered leadership competencies, findings indicated Millennials place a higher degree of importance on value-centered leaders that are inclusive, collaborative and committed. These findings offer hospitality industry leaders new insight into the importance of aligning workplace human resource practices with Millennial generation perceptions of value-centered leadership constructs.

The purpose of this article is to present and discuss the values and limits of microfinance within the context of poverty reduction, international development and community empowerment. The main thesis is that microfinance requires a more complex strategy than simply the provision of credits. The development of financial capital depends on the increase in human capacity and social capital. Microfinance is revisited under the ethical lenses of global responsibility for alleviating poverty and developing community sustainability. Through a critical review of the literature and case studies from the Philippines, the author suggests a value-based Vincentian approach to integrate microfinance into community empowerment. In connection with the main thesis the author argues that the achievement of economic self-reliance through microfinance is contingent upon the development of capacity building, social capital and empowerment at the individual, collective and systemic levels.

What are the values and competencies behind engaged leadership practices? This article presents the competencies and themes emerged from the analysis of in-depth interviews and leadership assessments administrated by DePaul University's Leadership Project. The emerged profile of engaged Vincentian leaders indicates the importance of balancing mission, service, task and people orientations. _____________________________________________________________________________ n 1617 Madame Gondi who witnessed the poverty and needs of French peasants asked Vincent de Paul: "What must be done? What must I do? What must we do to meet the challenges that we see so clearly before us?" St. Vincent de Paul, considered the founder of organized charity, spent all his life trying to answer those questions. After almost four centuries, these fundamental questions shed light on community engagement, the mission, and the praxis of many individuals and organizations. DePaul University is among these institutions that support countless examples of social engagement and dedicated commitment to service, social justice, empowerment, inclusiveness, and personal attention. This article results from the analysis of values and competencies emerged from 68 in-depth interviews and 883 Vincentian leadership assessments administrated by The William and Mary Pat Gannon Hay-Vincent de Paul Leadership Project between 2003 and 2006. The analysis of the Vincentian leadership practices shows that effective service and quality management go hand in hand. As Vincent would say, "doing good, by doing it well." Engaged Vincentian leaders demonstrate unique competencies in service entrepreneurship and servant-transformational leadership practices. The competencies and leadership model emerged from this study indicate how engaged leadership practices are best achieved when actions are accompanied by a value-centered education and personalized leadership development process.

This article provides a cultural analysis of Italian leadership from a cross-cultural perspective. Americans view Italian leaders with cultural lenses and stereotypes often exaggerated by the media. Effective cross-cultural, business and international relations with Italians and Italian descendants require awareness of the true cultural dimensions beyond stereotypes and media portraits. Through the examination of Geert Hofstede's cultural dimensions and the Global Leadership and Organizational Behavior Effectiveness (GLOBE studies), this study reviews the cultural dimensions called power distance, uncertainty avoidance and masculinity in relation to Italian leadership. From a cross-cultural and American standpoint, the author provides a cultural analysis of globally recognized Italian cultural dimensions that explain and enlighten more effective leadership practice and communication across borders and cultures.

No abstract