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This chapter is presented in four distinct sections designed specifically to help early career scholars gain valuable insight into the complexities of preparing for and succeeding as a faculty member in the United States’ (US) system of higher education. The first section will explore the vast and multifaceted landscape of higher education across the US, anticipating that readers will be inspired to seek more regionally and institutionally specific perspectives as appropriate to their own interests. The second section offers a reflective narrative from the perspective of a doctoral candidate working strategically to help ensure a smooth transition to a faculty appointment in the US system. This section will provide perspectives on doctoral program aims and structures in the US along with the day-to-day work of a doctoral candidate working within the context of a college of education. In the following section of this chapter the authors offer guidance for engaging in impactful and innovative work to help ensure early career success. Such advice includes working across traditional academic boundaries and pursuing timely and influential research questions that deepen understandings across often distinct lines of inquiry. Finally, the authors present brief perspectives from several experienced faculty who remind us of the larger picture of what it means to truly thrive in the competitive environment of higher education.

This chapter advocates the use of neuroscience theoretical insights and methodological tools to advance existing organizational justice theory, research, and practice. To illustrate the value of neuroscience, two general topics are reviewed. In regard to individual justice, neuroscience makes it clear that organizational justice theory and research needs to integrate both emotion and cognition. Neuroscience also suggests promising avenues for practical individual justice interventions. For other-focused justice, neuroscience clarifies how empathy provides a mechanism for deontic justice while again highlighting the need to consider both emotion and cognition. Neuroscience research into group characterizations also suggests promising explanations for deontic justice failures. We also show how other-focused justice interventions are possible, but more complex, than for self-focused justice. We conclude that interdisciplinary research has great potential to advance both organizational justice and neuroscience research.

Typical organizations comprise members whose behaviors range from the minimum possible to maintain membership, to those discretionarily engaging in job-related behaviors above that expected or required. These discretionary behaviors are beyond the job description and often are not recognized by the formal reward system. Possibly, individuals with high emotional intelligence are more prone to engage in discretionary behaviors. The relationship between the dimensions of emotional intelligence and discretionary citizenship behaviors has not previously been explored. Using samples of nursing and business university professors, this study investigates the relationship between discretionary behaviors of educators and the four branch model of emotional intelligence. Discretionary behaviors comprised a set of traditional organizational citizenship dimensions, and those behaviors beyond the expected unique to higher education. Salovey and Mayer's four branch model was used to assess emotional intelligence. Data were analyzed with correlation analysis and multiple regressions. The regression results indicate that managing emotion (the ability to manage one's emotions and emotional relationships) had the greatest number of significant positive relationships with discretionary behaviors in both samples. Perceiving emotions and understanding emotions produced negative relationships with sportsmanship in the nursing sample. The nursing sample produced more relationships between emotional intelligence and discretionary behaviors than the business faculty sample. Overall results support the idea that emotional intelligence is linked to discretionary citizenship behavior. The study results provide evidence to support the organizational value of emotional intelligence. Also, the results provide ideas for fruitful further research which may hold promise for increasing organizational effectiveness and efficiency.