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To explain the new rules, forms, and amendments to current rules and forms (Final Rule) that the Securities and Exchange Commission (SEC) has adopted to modernize the reporting of information provided by registered investment companies (funds) and to improve the quality and type of information that funds provide to the SEC and investors.

Discusses the background leading up to the Final Rule, provides an overview and summary of the Final Rule’s key components, and highlights issues that may be raised by the new reporting regime.

The Final Rule will have a significant effect on many funds. Funds will experience a substantially increased reporting burden with respect to both the frequency of reporting and the granularity of information required.

Fund managers and fund service providers should begin to evaluate the impact of the Final Rule, the processes that will need to be implemented to prepare filings on new forms, and the changes in fund disclosure practices that will be required in response to the amendments to certain forms.

Practical guidance from financial services lawyers specializing in the investment management industry.

The literature discusses the relationship between marketing practice and leadership style and suggests that these are dynamic and linked. Providing empirical data, this paper seeks to investigate this relationship between marketing practices and leadership styles.

A model was developed and tested using a survey methodology based on two well‐validated research instruments, one from the Contemporary Marketing Practices research group and the other the MLQ leadership questionnaire. Data were analyzed using a Partial Least Squares (PLS) approach.

The results showed that a transformational style of leadership is positively associated with interaction and network marketing. Transactional leadership is positively associated with database and network marketing. Passive/avoidant leadership has no effect on any of the marketing practices.

The research is unique and exploratory, and was conducted in a UK context. The use of moderators within the model would have been preferable. For these reasons, generalizability is somewhat constrained.

The research adds weight to the argument that leadership styles need to be consciously adapted with respect to marketing practices. There are also implications for managerial training and development needs.

To one's knowledge very few studies have considered the relationship between marketing practices and leadership styles. The paper, therefore, reports work in an area not previously researched empirically.

This study examines the relationship between emotional intelligence (EQ) and transformational leadership in the context of a UK‐based retailing organisation and examines whether a relationship exists between store manager performance and EQ profiles. It identifies a discrepancy between the organisation’s idealized leader success criteria and the average profiles derived from its current cohort of store managers. The results show a strong connection between the theory of EQ and transformational leadership: however, differences between the idealised and actual EQ scores were mainly located in transactional capabilities. The study also questions the requirement for transformational leader qualities at all stages of an organisation’s life cycle.

This conceptual paper first examines the critical evolutionary stage of systems methodologies – from hard systems to soft systems, and elaborates their different focuses. This paper further explores the granularity of the “softness” of systems methodologies, and identifies a missing part: emotion. The emotional aspect of systems is associated to various soft elements of systems methodologies, such as value, perception, human well‐being, creativity and learning. Unfortunately, existing literature does not demonstrate a sufficient consideration of the role of emotion in systems methodologies. This paper incorporates the emotional aspect and discusses the role of emotion in effective systems methodologies.

Every employee embodies manifestations of every demographic that attach to him or her different minority and majority statuses at the same time. As these statuses are often related to organizational hierarchies, employees frequently hold positions of dominance and subordination at the same time. Thus, a given individual’s coping strategies (or coping behavior) in terms of minority stress due to organizational processes of hierarchization, marginalization, and discrimination, are very often a simultaneous coping in terms of more than one demographic. Research on minority stress mostly focuses on single demographics representing only single facets of workforce diversity. By integrating the demographics of age, disability status, nationality, ethnicity, race, sexual orientation, and religion into one framework, the intersectional model proposed in this chapter broadens the perspective on minorities and related minority stress in the workplace. It is shown that coping with minority stress because of one demographic must always be interpreted in relation to the other demographics. The manifestation of one demographic can limit or broaden one’s coping resources for coping with minority stress because of another dimension. Thus, the manifestation of one demographic can determine the coping opportunities and coping behavior one applies to situations because of the minority status of another demographic. This coping behavior can include disclosure decisions about invisible demographics. Therefore, organizational interventions aiming to create a supportive workplace environment and equal opportunities for every employee (e.g., diversity management approaches) should include more demographics instead of focusing only on few.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.