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The geographic, economic and social mobility of people today requires that many must be able to adapt or adopt various life styles in accordance with their surroundings and integrity. Today, many people need to be multi‐cultural so they can succeed and survive in ethnic, commercial and other milieux in rapid sequence, often each day. A Canadian Life Skills programme has been designed to help such people adopt a problem solving approach to managing their lives.

This article explores the practical difficulties of leadership in a complex and fast‐moving environment. It argues that in the context of the public sector, where stakeholders and legitimate interests are many and varied, the challenge is even greater for leaders. Despite these difficulties, the key is to ensure that they get the right things done with and through other people, whether in the context of day‐to‐day transactional leadership or during periods of transformational change.This article demonstrates that the existence of an explicit, principle‐driven model of leadership is a particularly important vehicle for encouraging distributed leadership, effective partnership and team working.The basis on which leaders adapt their behaviour appropriately to the nature of the task and the people concerned is the measure that will be applied when considering an individual's leadership wisdom. The quality of those choices when faced with decisions will have an immense impact not just on the leader's reputation but also on his or her ability to achieve positive outcomes whilst maintaining an appropriate life balance.

Because U.S. legislators are often most attentive to the issues raised by people who create jobs in their states, Bob Epstein, a local business owner, has been asked by activists to help lobby for a bill that would mandate the reduction of greenhouse gas emissions in California. Before deciding whether he should work to establish the business community's backing for this bill, Epstein must weigh the pros and cons of supporting measures that might put his business (and standing in the community) at risk.

Use the 4 I's framework to evaluate the nonmarket environment, assess the political impact of the potential coalitions in favor of and opposed to the bill, identify the type of politics that characterizes the situation, and describe the strategies each side will likely use in contesting the bill.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

This paper explores the historical roots of environmental accountability in the Niger Delta region of Nigeria by focusing on the campaigns for social and environmental justice by writer Ken Saro-Wiwa and the indigenous Ogoni people.

The methods consist of an analysis of books, diaries, letters and poems written by Ken Saro-Wiwa as well as books, reports and audio recordings of panel discussions which capture the Ogoni struggle, Ken Saro-Wiwa’s activism and its impacts. The authors’ approach to the data is sensitised by Foucault’s notion of counter-conduct as it enables the authors to better grasp the creative agency of Saro-Wiwa and the Ogoni as they struggle and campaign for political autonomy, environmental justice and accountability.

The authors’ findings illustrate how Ken Saro-Wiwa’s books, letters, poems, diaries and articles provide early accounts of environmental injustices and the absence of accountability in the Niger Delta. They highlight how Saro-Wiwa and the Ogoni movement deploy counter-conduct to subvert existing power and accountability structures through innovative strategies, effective mobilisation and communication at local and international levels. The authors’ findings also highlight how these have led to specific forms of accountability for human rights and the environment at local and global levels. They also show how Saro-Wiwa’s activism and the Ogoni struggle have inspired a new generation of environmental activists and new ways of demanding accountability.

This paper presents, for the first time, an account of the historical roots of environmental accountability practices from an African and developing country context. Its focus on the historical roots of environmental accountability is also unique as it expands the view beyond the origins of environmental accounting to look more broadly at the origins of environmental accountability practices.