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Team-based projects are being used at work in various industries and in education. This paper aims to share a training strategy that integrates training with casual games to effectively prepare individuals to perform better in team-based settings due to their acquisition of team skills combined with their knowledge of tools including a team charter, communication plan and conflict resolution plan.

A training module was developed, deployed and tested in a virtual classroom of an upper-level undergraduate business class to emulate real-world team experiences. In the study, 342 of the 631 participants enrolled chose to complete the optional training module, which included pre- and posttests followed by a perception survey. A quasi-experimental design was used to evaluate the impact of the training upon team skills including communication, conflict resolution and feelings of belonging.

The pre- and posttest results for trainees indicated a significant increase in team process and development knowledge, which included concepts such as communication, conflict resolution methods, roles, goal-setting and expectation-setting. Survey results indicated a correlation between completing the team training module and improved communication within teams, particularly for teams developing a communication plan in addition to a team charter and conflict resolution strategies.

This research contributes to the literature on preparing individuals for success in teams through training and education using interactive games, while equipping them with tools to contribute to favorable team dynamics and outcomes. The results are applicable to business, organizations and training settings that incorporate team-based projects in online, hybrid and face-to-face settings.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Prior training of individual members can help equip them with necessary capabilities to improve the performance of teams working in virtual settings. Through use of appropriate videogame simulations, firms are able to increase the capacity for effective communication, resolution of conflicts and further the sense of belonging to the group.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Advancements in digital technology, collectively known as Industry 4.0, are profoundly changing dynamics in multiple industries. The coaching industry is impacted by this shift, as companies offering digital coaching technologies begin to take market share. To effectively serve clients in this rapidly changing market, coaches must adopt a digital mindset, upskill their capabilities, and transform their business models to leverage current and nascent technology.

Organizations are increasingly including executive coaching as part of their leadership development interventions to improve their executive leaders' abilities. Previous studies have linked outstanding leader performance to an intentionally developed relational climate. Therefore, the relational climate crafted between the coach and executive leader is critically important to create shared purpose, experience compassion, energize interactions, impact performance, and realize a quality, effective executive coaching engagement.

This is the first study to explore relational climate as a driver of coaching relationship quality. My empirical findings reflect that relational climate has a significant, positive impact on coaching relationship quality, which in turn contributes to an executive leader's effectiveness. The three goals of this study are: (1) to understand the factors that contribute to crafting a quality and effective coaching relationship; (2) to address scholarly gaps in past research regarding the relationship between a coach and client; and (3) to provide clarity for coaches how to better address, leverage, and realize an executive coaching relational climate within the context of Industry 4.0. Those crafting effective and quality coaching relationships should ensure that there is shared vision between the coach and client, that both parties demonstrate compassion, and that the coach and client each infuse the relationship with positive energy and vitality to create relational energy.

Facilitating inclusive supports and services for learners with low-incidence disabilities involves collaborative teaming, understanding the benefits and challenges involved in delivering inclusive supports, and appreciating the diverse and unique needs of this population. In this chapter, we provide families, educators, researchers, academics, related service personnel, and other professionals with examples of models of service and support delivery. Emphasis will be on school-age learners with low-incidence disabilities. Additionally, an insider perspective of the opportunities for, as well as benefits and barriers to, successful implementation of supports and services for learners with low-incidence disabilities is presented. The chapter concludes with future directions for research.

Since the passage of Public Law 94-142, federal law has prioritized the education of students with disabilities with their non-disabled peers in the context of the general education classroom. This chapter examines the progress, and often lack thereof, with regard to educating students with extensive and pervasive support needs in inclusive settings. We examine current trends in placement, factors that contribute to those placement practices, and what IDEA says about the education of students with extensive and pervasive support needs. We examine what the research suggests happens in substantially segregated settings and then, in contrast, examine impacts and outcomes for students with extensive and pervasive support needs who are educated in inclusive settings. We also examine trends resulting from changing paradigms of disability that provide new opportunities for re-invigorating efforts to educate students with extensive and pervasive support needs in inclusive classrooms.

The purpose of this paper is to understand what the principal and principal supervisor each bring and contribute to their collaborative work that is consequential for the principal’s learning and development as an instructional leader.

Multiple case study methodology is used to gather data from 12 principal supervisor/principal partnerships over a 16 month period in one Mid-Atlantic school district. Data sources included interviews, observational data and documents provided by participants in the study.

In productive principal supervisor/principal partnerships, findings demonstrated that the principal supervisor and the principal each brought specific antecedent characteristics to their partnership and each made contributions to the development of a productive partnership during their collaborative work. When these partnership qualities were present, principal supervisors and principals engaged in joint work, leading to robust changes in principals’ instructional leadership practice.

This study examined the work of principals and principal supervisors in one large Mid-Atlantic school district.

Findings from this study have implications for districts’ assignments of principal supervisors, principal supervisor/principal selection and professional development of principal supervisors. Further, districts should create the conditions for principal supervisors and principals to establish learning-focused professional partnerships in three stages, culminating in the engagement of joint work for improvement to facilitate principals’ changes in instructional leadership practice.

Findings from this study illustrate the value of establishing a learning-focused partnership between principal supervisors and principals in three stages to facilitate robust stages in principals’ instructional leadership practice. A new conceptual framework displays the stages of partnership development that occur in productive principal/principal supervisor partnerships.

The following list focuses on, but is not limited to, lesser‐known printed publications which feature writing and images about sex and sexual politics. Besides representing a fair amount of irreverence, satire, scholarship, and unabashed eroticism, the list includes citations for material on topics sure to offend: pedophilia (some would say child abuse) and fetishism, to name just two. For an extensive list of more mainstream sex periodicals, consult Ulrich's International Periodicals Directory (Bowker). Don't bother looking there for categories like EROTICA or SEX, however. Ulrich's cities titles like Gent (“Home of the D‐cups”), Penthouse (circulation 2 million, but how many library subscriptions?), Swinging Times, and Uncut (“The magazine of the natural man”), under MEN'S INTERESTS, while some gay and lesbian erotica appears under the heading HOMOSEXUALITY. Also: while accounting for very little sexually‐oriented material of a general nature—Playboy (under MEN), Playgirl (under WOMEN), and Yellow Silk (under GENERAL EDITORIAL)—Bill and Linda Katz's Magazines for libraries, another Bowker publication, features an extensive annotated bibliography of lesbian and gay periodicals (Polly Thistlethwaite and Daniel Tsang, compilers), which includes titles like NAMBLA Bulletin: Voice of the North American Man/Boy Love Association and On Our Backs.

The following is an annotated list of materials dealing with information literacy including instruction in the use of information resources, research, and computer skills related to retrieving, using, and evaluating information. This review, the nineteenth to be published in Reference Services Review, includes items in English published in 1992. A few are not annotated because the compiler could not obtain copies of them for this review.