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The United States, it was once felt, could have a different foreign policy when isolated by two oceans in comparison to the later period when modern technology destroyed its isolation. Foreign policy is thus a function of geography modified by technology. The United States, commencing some time after the first third of the 19th century, had a further choice. It could live up to its self-image as a liberal constitutional democracy and follow a foreign policy of live and let live, in both respects serving as a role model for the rest of the world. Or, like the monarchical dynasties of the past and other regimes of more recent times, it could pursue an aggressive foreign policy in pursuit of what it considered its interests, engendering enmity in various quarters. The United States has done both. In the first category it has preferred isolationism, reluctantly joining the two World Wars in defense of its autonomy. In the second category, it increasingly either engaged in the practices of conventional imperialism, often at the behest of entrepreneurial interests, or flexed and deployed its muscle in pursuit of national interests either on its own initiative or in response to threats from and capabilities of other countries. The former is American exceptionalism; the latter is conventional. Of course, the history is much more complex than the foregoing directly allows. Several other stories or models can be developed (the most recent is Mead, 2001).

With the shift from an industrial to a knowledge economy, organization theorists continue to address the role and nature of control in organizational structure. The continuing utility of bureaucracy in new organizational forms was a focal point for this discussion. Research on this shift contributes to the ongoing debate on the role of ethics in bureaucratic and post-bureaucratic organizations. This paper suggested that the work of the artist Joseph Cornell provides a visual representation of the dimensions of this debate. First, the paper introduced Cornell to the reader. Next, the paper reviewed the research on bureaucratic and post-bureaucratic organizations with a focus on ethics, control, and enchantment in organizations. To provide visual reflections of the literature, this paper embedded examples of Cornell’s works throughout the discussion. Cornell’s art not only provides representations of these organizational forms, but also demonstrates how conflicts of an artist capture the development of thought within this area of organizational analysis.

In this chapter, we review four methods for identifying function and addressing function in intervention. These include functional analysis, the Functional-Assessment-Based Intervention (FABI) Model, the Competing Pathways Model, and the Prevent-Teach-Reinforce Model. For each, we describe the methods and procedures used to identify function and design intervention support, briefly review supporting evidence, and identify the advantages and limitations associated with each approach.

Although the proliferation of research in emotional intelligence (EI) in the last 25 years has largely focused on the individual level, some researchers have proposed theories and measurement models for EI at the organizational level. Drawing from earlier work which conceptualizes organizational emotional intelligence (OEI) as a climate-level construct involving shared norms and practices this chapter sets out to investigate the relationship between perceptions of organizational emotional intelligence (OEI) and turnover intentions amongst employees. Since turnover intentions are a reliable indicator of actual turnover they are deemed to be a critical indicator for organizational performance. This chapter also builds on previous research which found that the relationship between OEI as a climate-level construct and intention to leave was mediated by organizational emotional appeal (i.e., overall reputation) and trust in senior management to explore the mediating role of other employee attitudes which have been traditionally linked to climate and individual-level outcomes in organizations, namely job satisfaction and affective commitment. By surveying employees in a UK-based charity organization (n = 173), the study finds that both job satisfaction and affective commitment mediate the impact of OEI on intention to leave and explain a moderate amount of variance in the focal construct. However, the majority of the mediation occurs through job satisfaction with a reduced mediation effect for affective commitment. Potential reasons for these results in the charity context are discussed. The chapter contributes to a wider understanding of the way in which perceptions of OEI impact on employee attitudes toward the organization and the job; and, in turn, how these attitudes impact on turnover intentions.

Politeness rituals can be understood as socially facilitative, performative speech acts that operate at the meso-level of Goffmanian interaction order, translating macro-level cultural scripts into micro-social action. Whereas previous research has focused on individual face-saving, this chapter examines the implications of politeness for the group face of speech communities, demonstrating the concept of collective facework. Taking Swedish culture as an example, I observe a tension between two sets of rules: the Nordic code of Jante Law, which frowns upon boasting and encourages humility, and the values of honesty and conversational directness. This is dramaturgically resolved through polite forms of talk, such as strategic reticence and sanctioning verbal domination. These interaction rituals perform collective facework to address negative and positive collective face needs.

Nowadays, organizations have to resist the rising competition more effectively than their competitors and take a step closer to excellence in offering the product to customer demands. To do this, organizations need agile leaders in order to implement agility principles and practices. Especially in the health sector, health managers must be agile because of the specific characteristics of health services. From this view, this chapter aims to develop a theoretical agile leadership model in healthcare organizations. First, the authors define agile leadership and its sub-dimensions based on previous literature. Then, the antecedents and outcomes of agile leadership have been analyzed. “Drivers of agile leadership,” “organizational factors affecting agile leadership” and “individual factors affecting agile leadership” are identified as the antecedents of agile leadership. “Organizational outcomes” and “individual outcomes” are determined as the outcomes of agile leadership in the health sector.

Women remain under-represented in leadership positions in both clinical medicine and medical education, despite a rapid increase in the proportion of women in the medical profession. This chapter explores potential reasons for this under-representation and how it can be ameliorated, drawing on a range of international literatures, theories and practices. We consider both the ‘demand’ for and ‘supply’ of women as leaders, by examining: how evolving theories of leadership help to explain women’s’ leadership roles and opportunities, how employment patterns theory and gender schemas help to explain women’s career choices, how women aspiring to leadership can be affected by the ‘glass ceiling’ and the ‘glass cliff’ and the importance of professional development and mentoring initiatives. We conclude that high-level national strategies will need to be reinforced by real shifts in culture and structures before women and men are equally valued for their leadership and followership contributions in medicine and medical education.