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The effects of innovation on leadership abilities have not been widely investigated. Although diffusion of innovation theory has existed for some time, there is a need for more research detailing the relationship between innovation and transformational leadership. In a survey of organizational members (N = 294), innovation was significantly related to all subscales of transformational leadership. The relationship between innovation and transactional leadership was generally not significant, and the relationship with laissez-faire leadership was inverse and significant. Implications emerging from the relationship between transformational leadership and innovation are discussed, including the distinction between the champion and “techie” styles of innovation and their basis in leadership activity.

This chapter presents a case study of the lesbian and gay rights movement following the Supreme Court's decision in Bowers v. Hardwick, which was a critical defeat in the campaign for sodomy repeal. Activists responded with a dramatic wave of mobilization by staging protests, successful appeals for organizational donations, building coalitions, and shifting institutional venues. This case provides a paradox for the dominant perspectives within social movement theory and legal mobilization literature, which often traces mobilization back to the expansion of political opportunities. The defeat in Bowers signaled a closing of political opportunities for activists. Drawing from a growing body of literature on political threats and heeding the call to specify the mechanisms of movement dynamics, I show how the defeat in Bowers was translated into proactive mobilization.

The systems psychodynamic perspective was used to explore the functioning of a management team at one of the plants of a South African production company experiencing change. The focus was on the impact of social defenses on the leadership style being exercised. During a day long consultation session with the team a dynamic of control and dependency was observed. The transactional culture that can be regarded as “normal,” in this environment, actually became part of a defense strategy, resulting in dependency and a lack of authorization that limited the use of transformational leadership. A lack of clarity in terms of role and boundary definitions furthermore resulted in a struggle in terms of interrelatedness and a lack of interdependent functioning at a system's level.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

The study of group dynamics was central to the field of organization development at its inception. More recently, there has been a move away from considering irrational and unconscious dynamics in organizational life and more attention focused on rational and observable behavior that can be measured and quantified. We introduce the tool, Beneath the Surface of the Burke-Litwin Model, that invites consideration of how the overt behavior of individuals, groups, and entire systems is linked to covert dynamics. This more comprehensive view of organizational life provides scholar-practitioners with a systemic perspective, a view of covert dynamics by organizational level, and support for the ongoing development of one’s capacity for using self-as-instrument when engaged in organization development and organization change efforts.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

In translations give the original title when quoted in the book (it not being usually worth while to make a search), as :

Despite the importance of brokers in creative projects, limited attention has been devoted to the micro-interactions by which brokers induce others’ collaboration while simultaneously retaining some control over creative production. Building on an interactionist perspective, we develop the concept of brokerage style – i.e., a recognizable pattern in the ways in which a broker interacts with others. By using different brokerage styles in different phases of a creative project, brokers can orient the social interactions among project participants, “charging” those interactions with different types of emotional energy and mutual attention, eventually inducing collective collaboration and limiting participants’ expectations of control. We illustrate our interactionist model of brokerage styles with examples from the music and TV industries.