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The purpose of this collaborative self-study inquiry was to enhance the professional practice of faculty members through the adoption of lesson study. A seven-member faculty of education self-study group engaged in lesson study in a computer and learning resources for primary/elementary teachers’ course with teacher candidates.

This study focused on providing teacher candidates with increased opportunities for action and expression during in-class instruction. This collaborative lesson study inquiry (Fernandez et al., 2003; Fernandez and Yoshida, 2004; Murata, 2011) involved the four-step process of planning, doing, checking and acting (PDCA) (Cheng, 2019). Several data collection methods were adopted and data sources analyzed.

Challenges the group encountered during the study included ascertaining the goals of lesson study and offering critical feedback to each other. While this made decision-making more intricate and intentional, there was exceptional value in participating in the lesson study process. The results revealed three overarching themes: 1) challenges in classroom observations; 2) hesitation in providing supportive feedback to colleagues and 3) deliberations regarding what constitutes expertise within subject-specific preservice teacher education.

While lesson study has been adopted fairly extensively in K-12 settings, its adoption in postsecondary education is limited (Chenault, 2017). Considering the merits of lesson study for K-12 practitioners, this research investigated the similar advantages that lesson study might have for postsecondary education faculty, students and programs.

This paper examines whether participation in quality early child education (ECE) lessens special education needs and insulates children against requiring costly, intensive supports. Sixty years of longitudinal data coupled with new research in the United Kingdom and Canada were examined to demonstrate how quality ECE reduces special education needs and mitigates the intensity of later supports for children with special education needs. Research demonstrates that quality ECE strengthens children's language, literacy/numeracy, behavioural regulation, and enhances high-school completion. International longitudinal studies confirm that two years of quality ECE lowers special education placement by 40–60% for children with cognitive risk factors and 10–30% for social/behavioural risk factors. Explicit social-emotional learning outcomes also need to be embedded into ECE curricular frameworks, as maladaptive behaviours, once entrenched, are more difficult (and costly) to remediate. Children who do not have the benefit of attending quality ECE in the earliest years are more likely to encounter learning difficulties in school, in turn impacting the well-being and prosperity of their families and societies.

The case opens with Martha Stewart's 2005 release from prison following her conviction for obstructing an insider-trading investigation of her 2001 sale of personal stock. The scandal dealt a crippling blow to the powerful Martha Stewart brand and drove results at her namesake company, Martha Stewart Living Omnimedia (MSO), deep into the red. But as owner of more than 90 percent of MSO's voting shares, Stewart continued to control the company throughout the scandal.

The company faced significant external challenges, including changing consumer preferences and mounting competition in all of its markets. Ad rates were under pressure as advertisers began fragmenting spending across multiple platforms, including the Internet and social media, where MSO was weak. New competitors were luring readers from MSO's flagship publication, Martha Stewart Living. And in its second biggest business, merchandising, retailing juggernauts such as Walmart and Target were crushing MSO's most important sales channel, Kmart. Internal challenges loomed even larger, with numerous failures of governance while the company attempted a turnaround.

This case can be used to teach either corporate governance or turnarounds.

Students will learn:

• How control of shareholder voting rights by a founding executive can undermine corporate governance

• The importance of independent directors and board committees

• How company bylaws affect corporate governance

• How to recognize and respond to early signs of stagnation

• How to avoid management actions that can make a crisis worse

• How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization

How control of shareholder voting rights by a founding executive can undermine corporate governance

The importance of independent directors and board committees

How company bylaws affect corporate governance

How to recognize and respond to early signs of stagnation

How to avoid management actions that can make a crisis worse

How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization

M. Ronald Buckley holds the JC Penney Company Chair of Business Leadership and is a professor of management and a professor of psychology in the Michael F. Price College of Business at the University of Oklahoma. He earned his Ph.D. in industrial/organizational psychology from Auburn University. His research interests include, among others, work motivation, racial and gender issues in performance evaluation, business ethics, interview issues, and organizational socialization. His work has been published in journals such as the Academy of Management Review, Personnel Psychology, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and the Journal of Management.

The study identifies major factors that contrast gift decisions for different status signature clothes. Gift buying represents a significant proportion of purchases in many product classes and is a pervasive retail consumption pattern. Specialty clothing retail sales surpassed the $9 billion figure in 1983. Factors that discriminate status brands for gift purchases can be used to develop market strategies to increase purchases. Strategies are provided for brand managers, fashion marketers, and store buyers to better meet consumer needs and wants in the gift‐buying process.

The purpose of the current research is to study the relationship between narcissism and unethical pro-organizational behavior (UPB), and also examine whether status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.

Data that was used to test the research model were collected from five companies in the trading sector in Tashkent, Uzbekistan. The final sample included 200 responses, among all participants 29.5% were in a leadership position.

The current research found that narcissism leads individuals to exhibit a willingness to engage in UPB. Furthermore, status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.

Research did not use actual reported UPB but measured employees' willingness to engage in UPB.

Organizations should develop special ethics guidance to change the employee's perceptions of UPB from the act of helping or protecting the organization to undesirable behavior in the organization. Moreover, the organization may develop an ethical counseling program, by which individuals may perceive that ethical behavior is valuable for the organization.

Current study examines the relationship between narcissism and UPB. Moreover, it provides empirical support for the notion that the relationship between narcissism and UPB is mediated by status striving among individuals with high organizational identification.

Sendzimir mills have already been referred to as notable examples of cluster mills (p. 142 and Fig. 9). They exploit the advantages of well‐supported small diameter work rolls, making heavy reductions possible and producing very accurate cold rolled strip. The work rolls can be finished to produce the sheet surface quality required, can be very rapidly changed in service, and can be made of special very hard material such as tungsten carbide when minimum flattening is needed. Accordingly these mills are used for a great variety of materials — not only all types of steel (including stainless), copper and its alloys, and aluminium and its alloys, but titanium, tantalum, zirconium and even rarer or more intractable metals.

The purpose of this paper is to articulate the shifts in the theoretical conceptualization of, and the practice of leadership in health care in Canada that are happening as a response to challenges of system transformation; and the implications of those shifts for individual leaders, for health services delivery, for research into health system leadership, and for leadership development approaches in university and health agencies.

The paper begins with an analysis of the historical, contemporary, and futuristic context that shapes the conceptualization and practice of leadership now and into the future. The context consists of two parts. First, the need for leadership in health systems in Canada will be established. Second, a conceptual and practical exploration of leadership in health care, beginning with a review of the literature and moving on to exploration of two key projects pertaining to health leadership and health leadership development in Canada, commissioned by senior leaders in health care, will be analyzed for their contribution to defining leadership.

The findings outline key shifts in leadership that must take place to respond to changes in the national health environment and be pro‐active in shaping it. A typology of those shifts in order to show the constituent elements framing the evolution of leadership is outlined.

Further research on different models and approaches to leadership being promulgated in Canada, their impact on health system capacity building for change, and on new models of education for leaders, is needed.

As the speed of change in health service delivery grows, the form of leadership required to steward it in a productive fashion changes. As a lag grows between “old” models of leadership and “new” models, leaders themselves experience frustration at their ability to be effective in creating system change. This has implications for our expectations of, and ability to practice leadership; and for our developmental approaches to developing leadership.

The paper helps to explain what kind of leadership is required to truly transform health systems on a national scale. It also contributes to the international dialogue around health systems transformation, capacity building, and improving health service delivery.