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This chapter uses a system dynamics approach to do a constructive replication (Lykken, 1968; Kelly, Chase, & Tucker, 1979; Hendrick, 1990) and extension of Reeves-Ellington's (this volume) timescape theory illustrated in his case study carried out at different hierarchical levels in Procter & Gamble. The timescape theory of temporal fit consists of two time perspectives – business time and social time – that compete for application. The senior-management level plays a key role in determining which timescape dominates. Reeves-Ellington argues that his findings show that organizational performance diminishes when there is a lack of fit between the timescapes of senior management and those of other levels of management. Our system dynamics model tests this notion and finds that the timescape case does not allow sufficient time to clearly demonstrate the hypothesized fit effects. In addition to timescape fit, environmental consumer demand aspects, which were not considered in the original case, are argued to affect Reeves-Ellington's performance measures. The system dynamics model's general emphasis on temporality and feedback provide especially for the constructive replication and extension of the timescape theory.

Mumford, Hunter, Friedrich, and Caughron (2009) consider and evaluate conditions that may influence how charismatic, ideological, and pragmatic leaders emerge and perform. In particular, they look at differing conditions that operate at the individual, group, organizational, and environmental levels, and suggest how conditions at these multiple levels of observation may drive how each of the three types of outstanding leaders emerges and performs in society. This commentary considers how scholars might use their work to make predictions about outstanding leadership, and which conditions might be ideal for the emergence of each of the three types of outstanding leadership.

THE training model to be discussed is based on an integrated set of manual and mechanised indexing systems, all handling the same body of information from a limited subject field. By extending the scope of the model's operations to include prior and subsequent activities like the selection and abstracting of the documents to be indexed, and the preparation and dissemination of material through the use of the indexes, the model may be used for a wide range of documentation training, principally at three levels: demonstration by the lecturer to the students; use by the students in the retrieval and dissemination of information; and development by the students through the selection and abstracting of documents, the indexing and storage of information and ultimately the use of feedback from the dissemination stage to improve the systems.

EVERY now and again, one of the solemn monthly or quarterly magazines, by way of enlivening its pages, inserts a terrific onslaught on municipal libraries, in which the judgment of heaven is called down upon the fiction reader, and the library authorities are condemned as a set of ignorant and inefficient office‐holders, who pander to a depraved public taste. The last assailant of this sort whom we had the pleasure of setting right was Mr. J. Churton Collins, who used the Nineteenth Century and After, as the medium for conveying his accusations. Now comes Mr. W. H. Harwood, who fills six‐and‐a‐half pages of the Westminster Review for February, 1906, with a quantum of twaddle about libraries, which differs from most recent articles of the same sort only in its dulness. In his use of this journalistic cliché, Mr. Harwood displays the customary ignorance of the Public Libraries Acts, by styling his paper “Free Libraries and Fiction,” and by his failure to prove even one of his statements by reference to a single concrete fact. Briefly, Mr. Harwood's position is this:—

A classification scheme by its notation does not do more than locate the subject; therefore, after the books are classified according to the scheme adopted, a secondary arrangement must be provided for the shelves, whereby books in a given class may be arranged in some order to accelerate finding and to differentiate one book from another. There are several methods in vogue of so arranging books in a given class, but one's choice will be, to some extent, determined by the System of issue in use. The usual methods are by:—

Challenges and opportunities arise from the significantly different perspectives of context-specific versus context-free researchers and the literatures they contribute to. Reviews of one type or the other or both types of literatures may provide different understandings of the state of the art in a particular area of health care management. Suggestions for writing quality reviews are also included along with suggested topics for future reviews.

This part aims to push thinking on strategic leadership one step further. In all of the previous parts we follow quite a hierarchical model, in which leaders at the top outline the vision, the strategy, and the key implementation tools. Here, Russ Marion and Mary Uhl-Bien challenge the validity of this view of strategic leadership. They argue that strategic leadership is about interacting effectively within a complex interplay of environmental and organizational forces to enable fit environments and adaptive organizations. For them this means that strategic leaders need to pay significant attention to the interdependence between their organizations and both competitors and other relevant organizations in the niches in which they operate. It also means that they need to develop adaptive leadership capacity far down in the organization and show a willingness to follow those leaders at the lower levels. Marion and Uhl-Bien then argue both that strategic leaders have a more interdependent view of organizations and that they have a greater willingness to act as followers than we see in any of the leadership and/or strategy literature. As this approach to strategic leadership is quite new, we do not have application chapters here.

In this part we focus on the structures, systems, and processes that support and encourage the development of leaders in the organization. David Day introduces the theme, exploring the social architecture most conducive to the development of leadership throughout the organization and the role strategic leaders need to play to create such architecture. The next two chapters show how two large organizations have gone about changing their social architecture in order to develop both a broader and a more engaged leadership cadre. Ellen Van Velsor and Patricia O’Connor show how a large US service organization has started to change its social architecture by creatively combining empowerment, learning and performance orientations. Paul Broeckx and Robert Hooijberg show how Nestlé, the Swiss-based global fast-moving consumer goods company, has started to replace the most limiting aspects of the traditional hierarchy to more fully engage the full human capacity of its workforce.