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This study explored the relationships between a leader’s self‐awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in‐agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in‐agreement, and both subordinates of underestimators and those in‐agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self‐awareness categories and transfer intent. Finally, subordinates of underestimators and those in‐agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability.

This research paper aims to follow a line of research that examines the impact of elements of emotional intelligence (EI), particularly those related to self‐awareness, on self‐other agreement and performance.

This is a quantitative study that employs the same methodology as Sosik and Megerian to analyze survey data gathered from a matched sample of 146 managers and 1,314 subordinates at a large international technology company based in North America.

The analysis revealed that the relationship between EI and leader performance is strongest for managers who underestimate their leader abilities. Underestimators earn higher follower ratings of leader performance than all other agreement categories (In agreement/good, In agreement/poor, and Overestimators). The analysis also suggests that there appears to be a negative relationship between EI and leader performance for managers who overestimate their leader abilities.

Implications of the counterintuitive findings for underestimators as well as the imperative for further study utilizing alternative measures of EI are discussed.

Previous empirical work in this area used an ad hoc measure of EI. This study extends this work by utilizing a larger, business sample and employing a widely‐used and validated measure of EI, the Emotional Quotient Inventory. Results further illuminate the nature of the relationship between EI and self‐other agreement and provide a potential selection and development tool for the improvement of leadership performance.

The positive association between transformational leadership and organizational and affective outcomes is well established in the literature. The relationship of contingent reward, a component of transactional leadership, to those outcomes and its additive and interactive relationship to transformational leadership is less well understood. In a study of 660 manufacturing workers working in 25 shop areas, transformational leadership and contingent reward had positive individual and additive impacts on supervisory and general satisfaction at both the individual and group level of analysis and on productivity at the group level. At the individual level of analysis, both satisfaction with supervision and overall satisfaction were enhanced by the interaction of contingent reward and transformational leadership operating together at certain levels. The operationalization of transformational leadership has contributed to the understanding of the inspirational and relationship aspects of leadership and contingent reward explains some, but not all, of the additional elements of successful leadership.

The effectiveness of the Competing Values Framework (CVF) as a means to determine human resource development needs was examined. Members of the board of directors and all full‐time employees of a Cooperative assessed the current status of the organizational culture and the nature of culture desired in the future utilizing a CVF based instrument. Both groups desired a future culture different from the present state, and both groups desired movement in the same directions. The study concludes that CVF analysis is a beneficial means for determining information about human resource skills needing to be developed and/or activated and which activities need to be rewarded or reduced in order to effect this movement.

Over the past twenty years, bibliographic instruction has evolved from teaching students the mechanics of locating research materials to a process‐oriented approach that emphasizes analyzing research needs, framing a research question, and evaluating the search results. In the last decade alone, academic librarians have extended bibliographic instruction to cover online catalogs, CD‐ROMs, and database searching, in addition to teaching print resources and the card catalog. We are still defining a paradigm for teaching end‐users. Some of the assumptions associated with the teaching of print resources, for example, can be applied to the teaching of information technologies, while others cannot. Our efforts are further complicated by the rapid development of new types of technologies, by vendor refusals to adopt a standard command language or user interface, and by our patrons' varying responses to both computers in general and electronic research sources in particular.

In the 1990s, Mike Flanagan foresaw video moving from analog to digital and developed an equipment rental business to meet the needs of the entertainment/media production industry. By 1996 he established a second company to offer training in the use of Avid, a digital video-editing program. Flanagan sold the rental business in 1998 and by 2002 expanded the training away from a business model to a full-fledged college business model. By 2014 what started as a successful training program developed into a negative interaction with the US Department of Education and Flanagan found himself being forced out of business.

This case was originally a client-based project conducted real time in an MBA-level marketing course at the Graziadio School of Business and Management at Pepperdine University.

The case is well suited for a variety of business and law courses that integrate ethical decision making in their curriculum at the undergraduate and graduate levels. The case allows for a greater understanding of the implications of managerial behavior tied to ethical beliefs and the possible outcomes that may result. It also allows for a stronger grasp of the integral nature of management, staff, consumers and outside organizations on the pervasive impact of non-ethical behavior. Last, this case creates a framework for students to assess how ethics influence managerial behavior that will affect an organization’s success.

What ethical duties and obligations does a business owe to its customers and other stakeholders? Is ignorance an excuse for failing to meet those ethical obligations?

Life studies are a rich source for further research on the role of the Afro‐American woman in society. They are especially useful to gain a better understanding of the Afro‐American experience and to show the joys, sorrows, needs, and ideals of the Afro‐American woman as she struggles from day to day.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

The expansion of religious diversity in US workplaces increases the relevance of leaders' religious motivations and the impact on their organizations. This paper aims to investigate whether small company leaders' religious motivations predict their perceptions that their organization's values are directed to the welfare of others.

A survey was mailed to top executives of Midwestern US firms with 20 to 250 employees, measuring leaders' organizational values and religious motivation. The sample revealed itself to be mostly Christian.

Findings show that, as predicted, leaders higher in extrinsic religious motivation toward personal benefit were less likely than those lower in this type of religious motivation to perceive other‐directed organizational values. However, neither intrinsic religious motivation nor extrinsic religious motivation toward social ends predicted a tendency to perceive other‐directed organizational values.

Future research directions could assess the impact of beliefs associated with faith traditions on leader values and decision making. Further, a qualitative approach to data gathering may result in richer data. Limitations include a relatively low response rate and a sample skewed toward religiously motivated, mostly Christian small business leaders.

Just because small business leaders are religiously motivated does not mean that their perceived organizational values will be directed toward the welfare of others.

Little research exists about how small business leaders' religious motivations affect their organizational values. This research counters common assumptions that leaders' religious motivations will affect how they view their organizations' values.

Mead's notion of “reflexivity” is one of his key ideas. Our mind “bends” or “flexes” back to itself in this process. Mead argues that universal ideas were first attained reflexively when humans could understand their own communications; for example, when the primate mother could both indicate to her children where food was and also give herself the same message. These two cases, viewed together, constituted the first “universal” (for Mead). This contrasted with the traditional theory of universals, which had the knower abstracting the universal idea, i.e. the “essence,” from a group of particulars. Mead's universal is not essentialist but linguistic. It is syntactic and not ontological. This allowed him to sidestep the problem of essences (since no one could find any, anyway). Mead's version shows how reflexivity may have first originated, in the evolutionary process, though he does not actually prove this. I examine reflexivity itself here, singling out several varieties. I look at self-referencing pronouns (especially “I”) and show how Cooley's observations of his daughter's use of pronouns clarified this process. I also examine the reflexivity of recognizing one's own face in the mirror. Mead said the body could not be reflexive, but self-recognition in a mirror is a form of bodily reflexivity. And there are several others, for example the varieties of bodily meditation, that Mead missed. Recognizing this reflexivity introduces the body (and, therefore, gender) early in Mead's theory, rather than late, as he has it. This point also opens him to a badly needed infusion of feminist thought, such as that of Nancy Chodorow. The self-recognizing mirror face is, as Lacan points out, “all smiles.” This insight also introduces emotion early into Mead. As it is, he has emotion late, as a kind of afterthought. This paper then promotes a badly needed feminization of Mead.