PurposeThe purpose of this article is to provide a pragmatic example of multi‐stage leadership education model. Leadership education that is multidisciplinary, global, and ethics oriented is a remedy for many of the leadership challenges we are currently facing in the business world.Design/methodology/approachThis article discusses whether we can teach leadership, and if so, what essential skills should be taught in business schools. It also examines the shortcomings of current leadership education curriculum and recommends some major changes that need to be made. This article provides a descriptive overview and historical examination of these issues and techniques.FindingsA major finding can be drawn from this paper is that the present leadership education curriculum in business schools is not adequate in many regards and more work needs to be done.Research limitations/implicationsBusiness schools need to focus on revitalizing the leadership education curriculum to come up with a program that prepares students with practical and dynamic skills that enables them to be the future business leaders. A long‐term approach to leadership education rather than a short‐term effort is suggested.Originality/valueBy incorporating multidisciplinary, global‐oriented and ethical leadership education, we believe that this article on leadership education can effectively address the major challenges of the new millennium.

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PurposeThe purpose of this article is to investigate the impact of integrated supply chain management on productivity, efficiency, and performance of participants in the system, in an industrial setting in the USA.Design/methodology/approachThis study uses longitudinal and experiment field study. Actual organizational data from the survey firm was used. Follow‐up interviews were conduced with key managers in the manufacturing facility.FindingsThe results show positive and substantial improvements in overall performance as a result of integration and coordination of the internal functions within the firm and effectively linking them with their external suppliers. The results also support the claims that an integrated supply chain involves aligning outsourcing activities to achieve the organizational goal of responding positively to the needs of consumers. Several factors were identified as key contributors to supply chain program success in this firm. These included sharing information through new technologies, established partnerships with key suppliers, and constant communication with employees.Research limitations/implicationsOrganizations must realize that integration and coordination in each stage of the supply chain design, planning and operation result in considerable impact on the complete chain. Firms should realize that it takes commitment and skill to implement an integrated supply chain program and reap its benefits. Managers interested in applying an integrated supply chain management system would benefit from this study.Originality/valueThis exploratory empirical study provides insight into the effectiveness of implementing an integrated supply chain management approach for increasing the probability of success in the supply chain management approach and identifies areas that need further investigation.

Many studies have been conducted on approaches to organizational effectiveness and financial performance in the healthcare industry. The purpose of this article is to study the Relationship Between Measures of Perceived Organizational Effectiveness and Actual Financial Performance in the Medical Group Practice Environment. The population in this study came from an annual survey of U.S. medical practices conducted by the Medical Group Managers Association (MGMA). The evaluation instruments developed are a composite of documented and currently active instruments, including components of organizational effectiveness, general demographics, locus of control, and constituent/environmental influences. Statistical analysis of data includes regression analysis and descriptive statistics measures. The three tested hypotheses in the study are not supported. However, the study does support an understanding of industry relationships and reinforces the findings of former studies. Additionally, a new level of confirmation is established indicating that even under greater levels of environmental control, perceived organizational effectiveness and actual financial performance has no significant relationship. This article provides a concise summary and update of a larger and more detailed body of work.

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