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The purpose of this study was to explore whether a “value-action gap” exists between what members of the adolescent Generation Z (Gen Z) cohort value and how they act by investigating their actions related to sustainable and responsible fashion consumption (SRFC). Specific focus was placed on understanding these actions across the apparel consumption cycle, ranging from the acquisition, to use and disposal stages.

Forty-one members of Gen Z (20 males and 21 females) ranging in age from 15 to 18 participated in a total of seven focus groups.

Three emergent themes were identified and used to structure the interpretation: unintentionally sustainable, a knowledge conundrum and perceived barriers.

The majority of focus group participants were Caucasian, and all were teenagers from a single geographical area in the Southeastern USA. Findings provided by this study offer insight regarding the SRFC habits of Gen Z relative to their concerns regarding sustainability and social and environmental responsibility.

Findings offer practitioners an opportunity to better understand how to address the needs of this generational cohort as they progress through adulthood.

Findings of this study investigate the value-action gap to offer insight into how adolescent members of Gen Z make consumption decisions, and specifically within a framework of the apparel consumption cycle as a whole, including acquisition, use and disposal. Findings also reveal some of their more general views on SRFC.

This study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader effectiveness. First, the authors predicted that the greater the internal locus of a leader the more their self-rating will be in agreement with others' rating of them (1a). Second, the authors proposed that the greater the self-esteem of a leader the more their self-rating will be in discrepancy with others' rating (1b). Third, the authors hypothesized that the greater the self-efficacy of a leader the more their self-rating will be in agreement with others' rating (1c).

To test the hypotheses, multisource data were collected from 128 banking leaders (who responded about different aspects of leadership self-efficacy, internal locus of control, self-esteem and leadership effectiveness) and 344 subordinates (who rated their leaders' effectiveness in performing leadership tasks).Multivariate regression was performed by jointly regressing both leaders' self-ratings and subordinates' ratings as a dependent variable on internal locus of control, self-esteem and leadership self-efficacy as predictor variables.

Self-esteem of a leader the more their self-rating will be in discrepancy with others' ratings.

The study tried to investigate the leader-subordinate dis(agreement) on leaders’ effectiveness taking banking leaders in the Ethiopian Context. The finding of the results is crucial and important for leadership development programs.