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Leadership assessment programs are intended to ensure that the organization retains or hires high-quality leadership. Among the many skills that must be included, executive communication is a cornerstone of effective leadership. However, there are many techniques to assessing executive communication that impose numerous advantages and disadvantages. The purpose of this study is to explore several techniques for evaluating executive communication skills in leadership assessment programs.

Building upon case studies from novel commanding officer selection efforts in the military, the current study outlines three possible areas of executive communication for leadership assessment programs: panel-based interviews, guided discussion and executive writing.

Although each technique offers some advantages, the best technique depends upon the context. Panel-based interviews can provide excellent depth in evaluating candidates, whereas executive writing focuses more upon crafting a deliberate and clear message without the ability to clarify or use nonverbal cues. Selecting an appropriate technique depends greatly upon the workload imposed on the leadership assessment team and the number of candidates available.

Leadership selection programs are often done piecemeal or based on local experience. By building upon novel efforts in military commanding officer selection, the goal is to promulgate effective executive communication techniques that will enhance leadership selection through more effective communication across all levels of leadership positions.

Citizens are demanding better performance from governments and they are increasingly aware of the costs of poor management and corruption. In view of scarce resources and the major transformations already underway in the global economy, identification and awareness of good governance and preventing corrupt practices have become key to ensuring structural reforms and critical investments necessary for encouraging, sustaining, and enhancing economic growth and competitiveness. Political corruption severely undermines government legitimacy and weakens the development of political, economic, social, and environmental structures.

This chapter discusses recent information policy activities and initiatives in the European Union (EU). EU information policy refers to the legislation and strategies pertaining to the creation of the European information society. It is concerned with economic and industrial competitiveness, with an emphasis on the role that information and communication technologies play in revolutionizing everyday life. This discussion focuses on the information policy areas of greatest interest to information professionals. It addresses the EU's struggles with the concept of transparency with regard to the Anti-Counterfeiting Trade Agreement, the application of privacy measures to the Internet of Things, and open-access to EU-funded research.

Purpose: The current study aims to cast light on the divide between academic research in management accounting and its applicability to practice by examining, from the standpoint of nursing, how this gap is perceived and what challenges may be involved in bridging it.

Design/Methodology/Approach: The current study compares the findings of Tucker and Parker (2014) with both quantitative as well as qualitative evidence from an international sample of nursing academics.

Findings: The findings of this study point to the differing tradition and historical development in framing and addressing the research–practice gap between management accounting and nursing contexts and the rationale for practice engagement as instrumental in explaining disciplinary differences in addressing the research–practice gap.

Research Implications Despite disciplinary differences, we suggest that a closer engagement of academic research in management accounting with practice “can work,” “will work,” and “is worth it.” Central to a closer relationship with practice, however, is the need for management accounting academics to follow their nursing counterparts and understand the incentives that exist in undertaking research of relevance.

Originality/value: The current study is one of the few that has sought to look to the experience of other disciplines in bridging the gap. Moreover, to our knowledge, it is the first study in management accounting to attempt this comparison. In so doing, our findings provide a platform for further considering how management accounting researchers, and management accounting as a discipline might, in the spirit of this study’s title, “Learn from the Experience of Others.”

Explores the perceptions of junior high‐school principals about constraints on their leadership effectiveness and the overall effectiveness of their schools. Data were collected in Alberta, Canada, using a questionnaire completed by 87 per cent of the 108 junior high principals and an interview conducted with ten principals. The most frequently listed constraints on leadership effectiveness were inadequate funding, time taken dealing with problem students, and inadequate physical facilities, while the most frequently listed constraints on school effectiveness were financial support by the province, financial support by the school system, and ineffective provincial leadership. Different perceptions of constraints on effectiveness were associated with selected demographic variables including the number of years served as principal and the number of years the school had been in operation. Several constraint‐resolution strategies were recommended by respondents, including redistribution of budget allocations.