Introduction

Knowledge, Technology &; Policy -     

Just War: theory and application

ABSTRACT How should just war theory be applied to assess a community's claim to defend itself? The IRA's claim to be fighting a just war to end British rule in Northern Ireland is upheld against the objection (e.g. by Simpson in this Journal, 1986) that they have a right only to self-defence against indigenous tyranny. Under just war theory no unclarity concerning the alien status of British rule could render the IRA claim unjustifiable: only the well-grounded denial of its alien status might serve (though this is doubtful). But if that denial is argued for by identifying a separate British community in Ireland then the IRA must be granted a right to repel alien occupation of nationalist areas. However the IRA's rejection of the ‘two communities’ view can be defended; for what constitutes a single community is subject to moral considerations. Accordingly a genuine community's claim to self-defence is against being wronged, rather than harmed. It is concluded that just war theory cannot be applied without antecedent moral judgements identifying the community potentially wronged.     

A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.