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As we move deeper into the 21st century and organizations continue to expand globally, the need for talented leaders and enhanced leadership development programs will grow. In fact, rapid economic growth in parts of the world coupled with the number of experienced leaders retiring in other parts of the world point to a global leadership imperative – we need to understand better how to select and develop leaders who can deliver organizational results. This chapter makes four principal assertions: (1) leadership is a function of personality; (2) leadership is a determinant of organizational effectiveness; (3) principles of leadership are formal; and (4) using the leadership value chain, one can trace the links from personality to leadership to organizational effectiveness. We conclude by offering some suggestions to help understand and guide future, global leadership development.

To comply with the USA PATRIOT Act (the “Act”), Broker‐Dealers (“BDs”), among others, must establish an anti‐money laundering compliance program (“Program”) by April 24, 2002. NASD Regulation, Inc. (“NASDR”) filed, with the Securities and Exchange Commission (“SEC”), a proposed rule change to adopt new Rule 3011 prescribing the minimum standards required for each NASD member firm’s Program (“NASDR Proposal”). This article highlights those provisions affecting on‐line U.S. BDs and reviews them in summary fashion.

Public opinion regarding the police is generally positive, although there are number of individual and contextual variables that affect these views. Yet research examining public perceptions regarding state law enforcement agencies (particularly state patrols) is rare.

The paper utilizes a representative state‐wide sample of state residents and examine their perceptions of the Colorado State Patrol (CSP).

The paper finds positive views of the CSP overall and place particular emphasis on how individual, contextual, and contact‐related variables affect opinions.

The study focusses on one state patrol and is not generalizable to all state patrols and to other forms of state law enforcement.

The paper fills a void in the research on public opinion regarding state law enforcement and discuss similarities and differences in how they are viewed when compared to municipal agencies.

The role of dark side personality characteristics in the workplace has received increasing attention in the organizational sciences and from leadership researchers in particular. We provide a review of this area, mapping out the key frameworks for assessing the dark side. We pay particular attention to the roles that the dark side plays in leadership processes and career dynamics, with special attention given to destructive leadership. Further, we examine the role that stress plays in the emergence of leaders and how the dark side plays into that process. We additionally provide discussion of the possible roles that leaders can play in producing stress experiences for their followers. We finally illustrate a dynamic model of the interplay of dark leadership, social relationships, and stress in managerial derailment. Throughout, we emphasize a functionalist account of these personality characteristics, placing particular focus on the motives and emotional capabilities of the individuals under discussion.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

Sales personnel play a key role in the success of organizations. These individuals present services/products to clients, manage accounts, build relationships, maintain existing business relationships, and must be available for frequent interactions with clients. Business operations are linked to external entities through these activities, suggesting sales groups play a critical role in the success of an organization. As a representative to the external market, sales personnel are subject to unique stressors due to role-specific requirements. These stressors can impact the ability of sales professionals to effectively engage with customers and manage the volatility of financial performance, especially in commission-based compensation structures. Thus, organizations can find utility in identifying sales candidates with higher levels of stress tolerance, who can handle negative client interactions, overcome lulls in sales conversions, and avoid the impact of occupational stressors on long-term sales performance. Research suggests that organizations can use personality to predict stress tolerance as a component of sales performance. To provide organizations with insights into sales-specific coping behaviors associated with stress tolerance, the authors (1) discuss stress inducing factors (stressors) associated with sales role performance, (2) review the individual differences associated with stress tolerance, (3) present personality relationships with sales performance and stress tolerance, and (4) present job-analytic support for stress tolerance competencies relevant to sales performance and criterion-related validity evidence linking personality characteristics to those behaviors. The authors conclude with a discussion around the potential for applied uses of personality in identifying sales personnel with greater likelihoods of exhibiting stress tolerant behaviors in the workplace.

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.