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This chapter focuses on restorative/rehabilitative faith-based programs, in particular, a youth mentoring program conducted by the Florida Department of Juvenile Justice. We begin with a brief description of a faith- and community-based juvenile mentoring program of the Florida Department of Juvenile Justice (which we are in the process of evaluating) intended to provide community reintegration and restoration of adjudicated delinquents released from state juvenile correctional facilities. Then we move to the overlapping theoretical, philosophical, and empirical backgrounds of restorative justice, faith-based rehabilitative/restorative, and mentoring programs. We conclude with a review of programmatic and empirical issues in faith-based mentoring programs.

Purpose – This chapter investigates if Ronald Aker’s Social Structure Social Learning (SSSL) theory can help explain who is involved with the production of online materials considered hateful or extremist.

Methodology/Approach – After discussing how SSSL can account for becoming exposed to online extremism and then becoming involved in its production, the authors conduct a logistic regression on data from 1,008 American adults that predicts if they produced online hate materials with variables derived from SSSL.

Findings – Results strongly support SSSL. While structural factors such as the respondents’ differential social organization, differential social location, and differential location in the social structure predict production of online hate materials, the effect of these factors is largely mediated once social learning variables are included in the model. Specifically, the respondents’ general definitions related to violence, specific definitions related to hate speech, and differential association accounts for variation in the production of online hate materials.

Originality/Value – This research contributes to the literature in two primary ways: (1) the authors investigate a critical, yet understudied, factor involved in the radicalization process; and (2) the authors demonstrate that a leading criminological theory applies to this form of deviance. This research also suggests key variables for creating strategies for countering violent extremism.

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.

Since 1986, there has not been another federal immigration reform policy that has legalized the status of the undocumented migrants living and working inside the United States. Instead, there has been only criminalization and punitive measures. From the administrations of Bill Clinton to Donald Trump, and now that of Joe Biden, there has been a bipartisan continuity of the “enforcement-only approach,” which has corresponded with capital's increased reliance and preference for non-citizen labor. The abandonment of inclusive citizenship and rights-based immigration reform in favor of restrictive measures allows for capitalists to increase capital accumulation through greater exploitation of migrant workers. Working backwards from this process shows how this method of labor procurement and exploitation extends from the roots of imperialist expansionism abroad: the imposition of free-trade agreements and economic displacement, regional militarization, and the regulation and criminalization of cross-border migration. Because of these factors, it has become apparent that prospects for citizenship and rights-based reform will not likely be advanced electorally within the current configuration of party politics in the United States, and has therefore shifted to different forms of class struggle in workplaces and communities across the country.

This chapter looks into unpleasant affective states, or rather “dreaded emotions,” in leadership. Specifically, the adaptive roles and functions of fear, anger, and sadness are reviewed and discussed in a leadership context.

The social functions of fear, anger, and sadness are first presented. Following each emotion, the target of emotional expression – both other-directed (i.e., targeting followers and/or emotion-eliciting events) and self-directed (i.e., targeting leader) – is further discussed.

A symmetrical assumption has emerged over recent years that positive emotions result in positive outcomes and negative emotions lead to negative outcomes. In practice, the realities of organizational life and leader–follower interactions do not reflect such a neat juxtaposition. Positively valenced emotions can yield negative outcomes, and negatively valenced emotions can bring about positive outcomes.

Unpleasant emotions – fear and sadness, in particular – remain understudied in organizational and leadership literature, even though leaders experience these emotions just like the rest of us. This review offers ideas, through the combination of psychological and leadership research, on how social functions of dreaded emotions, including fear, anger, and sadness, can yield desirable leadership outcomes.

This chapter provides a review on unpleasant emotions (i.e., fear, anger, and sadness) that are rarely discussed and underresearched in leadership literature.