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The Social Exclusion Unit's report on mental health, published in the summer of 2004, had surprisingly little to say about housing. But behind the scenes there has been a ferment of activity, and the National Institute for Mental Health for England (NIMHE) has been given the lead role in advancing all central government efforts to create a more joined‐up vision of mental health for the 21st century. NIMHE has taken the lead on implementation of the SEU's conclusions, and much more besides. A National Project Team on mental health and housing is to come together next year, with a wide‐ranging brief. This article looks at some of the issues that this new body will take on, including a new focus on research on the links between poor mental health and poor housing, and on evaluation of ‘housing‐based solutions’. As NIMHE itself is absorbed from April into the new Care Services Improvement Partnership, the prospects for linking housing with the community care modernisation agenda must be looking up.

This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion and idea realization) and how these are moderated by different forms of shared leadership (i.e. transactional, and transformational) as perceived by participants in the OI process.

The authors tested a set of hypotheses using moderated mediation PLS-SEM models on a bootstrapped sample of OI participants (N = 173).

The authors found a direct relationship between idea generation and realization, as well as indirectly through idea promotion. This study implies that the promotion of ideas by participants can be beneficial in inter-organizational OI teams, as promotion of ideas provides a linkage between the generation of ideas and the idea realization phase. However, while shared leadership has been shown to be beneficial in conventional teams, the authors found evidence that this may not be the case in inter-organizational OI teams. Higher levels of shared transformational leadership from colleagues with whom employees do not share the same organizational background may hamper the promotion of ideas.

In contrast to the mainstream view, the authors found significant evidence that transformational shared leadership negatively moderates the direct relationship between idea generation and the promotion of ideas and the indirect relationship between idea generation and realization via idea promotion.

This article aims to examine how a person’s thinking style, specifically holistic versus analytic, and a firm’s crisis apology with the remedial solution framed in “why” (vs “how”) terms can interactively impact consumers’ perceived efficacy of the firm to respond to the crisis and their impression or evaluation of the brand.

Hypotheses were tested through three experimental studies involving 308 participants recruited in China. Participants answered survey questions investigating the interactive effects from consumers’ thinking style (culture as a proxy in Study 1, measured in Study 2 or primed in Study 3) and a brand’s crisis apology with the remedial solution framed in “why” (vs “how”) terms on consumers’ perceived efficacy and evaluation of the firm.

The frame of the remedial solution resulting in a higher evaluation improvement depended on a consumer’s thinking style. For holistic thinkers, a “why” (vs “how”) framed remedial solution resulted in a higher evaluation improvement; however, for analytic thinkers, a “how” (vs “why”) framed remedial solution resulted in a higher evaluation improvement. Additionally, the results showed that a consumer’s perceived efficacy of the brand being able to successfully respond to the crisis mediated the interactive effects of the remedial solution framing and thinking styles on the evaluation improvement.

The findings provide evidence that framing of the remedial solution can be leveraged as a tool to reduce negative impact resulting from a brand crisis. Specifically, the results suggest that companies may do well to employ a “why” framed remedial solution, particularly in cases where consumers are likely to process information holistically. Conversely, a “how” framed remedial solution may be effective in situations where consumers are likely to process information analytically.

This research contributes to the literature, being among the first to consider how the remedial solution framing in a firm’s apology can enhance people’s evaluation of the brand and decrease the perceived negative impact resulting from the brand crisis.

Interest in servant leadership has grown exponentially over the past decade as evident in the surge of academic- and practitioner-oriented publications on the subject. While prior research has shown that servant leadership leads to citizenship behavior, no study has explored the ethical pathway as the underlying influence process despite the fact that servant leadership is an ethical approach to leadership. On the basis of social learning theory, the purpose of this paper is to examine psychological ethical climate as a key mediator between servant leadership and citizenship behavior.

Survey data were collected from 123 leader–follower dyads from eight high-performing firms listed on the Indonesian Stock Exchange, and analyzed using multiple regression analysis.

The results showed that the relationship between servant leadership and organizational citizenship behaviors (OCBs) (both for OCBI and OCBO) is mediated by psychological ethical climate.

This study demonstrates the value of using a servant leadership approach in order to foster a psychological ethical climate and increase OCBs. As such, the authors highlight the importance of a systematic approach to develop servant leaders in organizations.

This research contributes to the understanding of the ethical mechanism that explains the relationship between servant leadership and follower outcomes. Drawing on social learning theory, the findings show that servant leaders are ethical climate architects through their role modeling behaviors and interactions with followers.

FOR A GIVEN piece of machinery involving friction and wear, it is not difficult for the metallurgist to specify, in general terms, the required characteristics of the metals involved. Difficulties arise, however, in attempting to select or develop materials with the correct combination of properties.

This paper aims to discuss the barriers that people with intellectual disabilities face to come out as transgender in the context of a paucity of research with or about this group.

The commentary and brief overview of trans participation in literature on people with intellectual disabilities presented in this paper is informed by a Queer Theory and Critical disabilities Studies approach.

Researchers in this area are correct that there is insufficient literature that addressed the experiences of trans people with intellectual disabilities; however, for trans people with intellectual disabilities to be involved in research they must first be safe to self-identify and come out in their communities and services. Existing research suggests that people with intellectual disabilities may face additional barriers to self-identifying as LGTBQ, and that for those who have claimed a trans identity, it is not safe to come out.

There is a need for researchers and professional and lived experience experts to be engaged in policy and social research with the aim of creating safe spaces and communities for people with intellectual disabilities to explore and affirm their gender.

There are no published papers that redirect focus from a paucity of research into the experiences of trans people with intellectual disabilities towards addressing why trans people with intellectual disabilities may choose not to come out in a context of hostility towards transgender identity in disabilities services.

Take the word “research,” combine it with the words “experiences around hair,” and you inevitably get a personal story. Whether it’s concerns about too much hair, complaints about one’s lack of hair, or the ability of hair to intimidate or convey authority, questions related to hair appear to provoke passionate responses in the form of narratives. The authors believed “hair” stories would provide a unique method for examining employment realities in nonprofit and public sector workplaces. The paper aims to discuss these issues.

Attendees at the 2009 Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA) conference were invited to a symposium discussing what “hair” might indicate about the lived experiences of individuals employed in nonprofit and public sector workplaces. A participatory action research methodology was used to engage 24 academics and practitioners in structured small group conversations about workplace hair-related image management issues. A storytelling framework was used to guide the content analysis of the 305 narratives generated by two focus groups.

The interview questions were literal ones, yet the responses that were elicited were figurative. As the process unfolded, it became clear the focus group participants had to tell their own individual stories, in their own way, before they could answer the research questions. Hence, the storytelling dimension became a critical component of this research as a vehicle for conveying the power behind what may have initially appeared to be a simple set of questions and answers.

Selection bias in this study was unavoidable, given the voluntary nature of participation and the transparency of the study’s purpose. Given the chosen research approach, the project findings may also lack generalizability. However, since the so-called “subjects” of the investigation are the same persons found in sector workplaces, there is no way to avoid this limitation in any related assessment.

This project allowed for a new understanding of how the direct and literal approach often used by social scientists to investigate the impact of attitudes and perceptions on social outcomes might best be replaced or augmented by methods that uncover the ways in which subjects frame the effects under examination within the context of their personal experiences.

One’s appearance takes on professional and, often, political ramifications whether the individuals involved desire this or not. Ironically, one’s ability to appear more casual may be one of the benefits of working in the nonprofit or public sectors as a means of connecting to constituents and stakeholders. However, given the need to serve multiple and competing audiences, this ability to identify and connect with others may have unintended consequences that may not be experienced in the private sector, where stakeholders may have a more unified set of goals.

This project focused on a relatively under-researched audience and subject: hair and image management. Each day, individuals make a choice about their appearance, which includes their hair. For those working in the nonprofit and public sectors, especially women and people of color, there appear to be implicit areas of concern that manifest themselves in the workplace, many of which were identified through this research.

Earlier research indicates that brand choices may display different identity signals, such as altruism and benevolence for green brands or high status and exclusiveness for premium brands. This research adds to the literature by exploring how opting for green (vs premium) brands leads consumers to feel authentic (vs hubristic) pride.

Three experimental studies were conducted to test the hypotheses related to green versus premium choices (Studies 1–3), public accountability (Study 2) and the underlying process of anticipated judgment (Study 3).

The findings reveal that choosing a green (vs premium) brand results in higher authentic pride and lower hubristic pride. However, the green pride effects were only observed when consumers' brand choices were publicly accountable. Finally, anticipated judgment mediates changes in authentic pride driven by green (vs premium) brands.

The study findings contribute preponderantly to the green consumer behavior literature and practice by providing primary evidence that green (vs premium) branding can trigger distinct patterns of pride in comparative decisions.

There are decades of research analyzing turnover in the hospitality industry and yet it remains nearly double other industries. Whereas previous studies have analyzed training and its impact on turnover, the purpose of this paper is to look at the direct relationship between training at the management level and how this impacts their direct employees’ turnover intentions.

This study utilized annual evaluation data from two luxury resorts in the southeast USA. Exploratory factor analysis was conducted which resulted in four factors: management style, manager/employee relations, manager training and employee turnover intentions. Multiple regression was utilized to assess these relationships between factors.

The analyses show that an employee’s perception of his or her manager was inversely related to turnover intentions. Additionally, it was found that management training and management style had a significant inverse relationship with employee turnover intentions. Finally, this study found that as manager training increases, employee turnover intentions decrease. This research indicates that if hotels invest in management training then there will be a reduction in employee turnover intention.

The sample consisted of only two luxury full service hotels in the southeastern USA. Both luxury hotels recruited a significant amount of employees from local universities; therefore, the workforce was more educated than other hotels. This study should be replicated across hotel types and throughout various locations.

This research has relevant implications for practitioners. General managers should analyze their training requirements and fiscal appropriations. This research finds that if hotels invest in management training then there will be a reduction in employee turnover. If managers had more training, this study indicates that employees would view their managers more favorably, feel closer to their managers and have less of a desire to leave the organization.

Extant research has shown that employee training programs impact employee turnover and that manager training programs impact manager turnover. This study extends that research by showing that these segments are not autonomous; manager training has a significant direct effect on employee turnover intention. This has not been studied in turnover intention literature suggests that this could be the missing variable in the body of turnover research.

A social studies teacher shared the unique experience of leading one of the most profound changes in the culture of a junior high school. This manuscript includes the context of the work that had a significant impact at a Western New York junior high school. Moreover, pragmatic strategies and approaches to enhance school climate in any school are expanded upon.