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Purpose – UK urban state schools have recently experienced increased pressure to improve pupil performance levels and punitive policies appear to be one way of dealing with “problematic” young people. While some are permanently excluded for serious acts, others, who are by comparison less problematic, are unofficially “excluded” and referred to off-site educational provision (OSEP) where they receive reduced timetables and unchallenging courses. This research study set out to examine why 20 young people were “unofficially” excluded from school and their progress in OSEP.

Methodology – The study made use of ethnographic methods with 20 excluded young people in one south London borough in the UK. The research was undertaken from March 2009 to August 2009.

Findings – This chapter shows how “unofficial” exclusionary processes, to which these urban young people are exposed, have implications for their identity, self-worth and lifestyles, and makes them increasingly vulnerable to crime and victimization. The chapter makes use of labeling perspectives to understand the significance of the social reaction to deviant labels young people receive in school (Becker, 1953) and how they respond as a consequence (Lemert, 1972).

David A. Kinney is professor of sociology at Central Michigan University. He obtained his Ph.D. in sociology from Indiana University at Bloomington, completed postdoctoral research at the University of Chicago and worked as a research development specialist for the U.S. Department of Education in Philadelphia. His primary research areas are sociology of adolescence and sociology of education. He has published articles and chapters on children's time use, adolescent peer cultures, and education in venues such as Sociology of Education, Youth and Society, American Behavioral Research Scientist, and The Praeger Handbook of American High Schools. He is past president of the Michigan Sociological Association and elected council member of the American Sociological Association sections on Sociology of Children and Youth and Sociology of Education. He became series editor of this volume in 1999 and has been series co-editor with Katherine Brown Rosier since 2004.

In the light of the financial crisis and the radically changed conditions in the market place, international leadership development is facing new demands. The Danish-based International Leadership Institute Mannaz has researched the new conditions in collaboration with the Institute of Executive Development in the United States.

The research, conducted in 2008 and 2009, combines, in an innovative way, quantitative and qualitative inputs, from both current and future perspectives, from some 111 senior Corporate Executives, Heads of Human Resources and of Learning and Organisational Development in large international corporations headquartered in Europe and the United States; together with the thoughts of some 50 experienced practitioners involved in executive coaching as well as in designing, developing and facilitating leadership development programmes. Also we include a section summarising the key findings from recently published research from other leadership development surveys. Conclusions reveal that the crisis has propelled a long-awaited decline of the traditional classroom-based educational approach to leadership development. Instead, effective leadership development is suggested to build on experiential learning approaches rooted in real life, real time and allowing for more immediate impact and providing for considerably higher relevance and motivation. Coaching, leaders teaching leaders, stretch assignments, action learning, peer networking, customer insights and selective use of technology are seen as important contributors to the leadership development process going forward.