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This study was an attempt to identify, through structural equation modeling, the factors that may be involved in the performance of classroom teams. Confirmatory factor analysis was used to study Katzenbach and Smith’s model of “high performing teams”. While it is often difficult for classroom leaders – professors, instructors, etc. – to intervene on an ongoing basis in the process and interpersonal dimensions of classroom or project teams, it may be possible for them to make structural or programmatic interventions that positively affect all teams in their classes. This study attempted to identify those structural factors using Katzenbach and Smith’s model as a basis. Four such factors were identified. The implications of these factors on classroom leaders’ methods are discussed. The study, however, leaves several questions unanswered. These are described and the implications for further research are enumerated.

The purpose of this research is to describe the relationship between effective leadership and the leader's own ability to manage his/her emotional state.

Discusses the connection between leadership and emotions. Differentiates between management and leadership.

Research findings and conclusions remain in dispute. Types of behavior have been found to be integral to leadership performance.

The paper has proposed a model for defining and differentiating between leading and managing. Five factors were found to be important to the exercise of leadership.

To create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application.

The paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes – leading and managing. The paper further describes the specific competencies involved in both leading and in managing.

The paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of “spin off” forms of leadership – such as strategic leadership, entrepreneurial leadership, etc. – as well as from using the two terms as replacements for each other.

This discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.

The purpose of this paper is to test the effects of a followers’ perception of charisma to the followers’ perceived quality of each of the four sub-dimensions of LMX quality, and the moderating effect of communication frequency on such a relationship. The study hopes to assess the relationship of the four sub-factors of LMX to charisma and, thereby, to advance the current understanding of relationship-based views of leadership.

In total, 208 employed adults who are currently residing within the USA completed surveys that assessed charisma, LMX and it’s sub-factors, and communication frequency. The surveys were validated and the relationships between the variables were tested using partial least squares regression.

Charismatic leadership was shown to have significant effects on all the LMX sub-factors suggesting that charisma is not a simple trait possessed by some leaders. Additionally, the data suggests that there is a significant yet different level of effect of communication frequency on all the LMX sub-factors.

Implications of the research findings are discussed; however, there are some shortcomings in the research. As the variables of communication frequency and LMX quality were rated by the same individual, a limitation to this study exists by way of possible same source bias. A further limitation results from the measurement method utilized to determine communication frequency and its dependence upon the ability of the survey respondent to accurately recall this information free from any type of recall bias (Raphael, 1987). Further study needs to be done into the nature of the moderating effects present on the four lower order factors of LMX. If there are intervening factors that influence the quality of the moderating effects, such as role expectation and role congruence, then the authors may be able to gain further insight into the positive and negative nature of these moderating effects.

The findings suggest that charisma is not a simple, one-dimensional factor and also suggests that the authors need to reconceptualize the ideas of charisma. At a minimum, the authors must rethink how to train people to become leaders.

The study advances the understanding of the relationship between charisma and LMX and its composite factors.

Leadership behaviors, as described by several authors, were factor analyzed. This resulted in four different types of behaviors demonstrated by leaders who were rated by their “followers”. The four types of behaviors are reviewed and discussed in light of the factor analysis study. Importantly, the four factors seem to bear only little relationship to previous studies. It is suggested that previous works focused on factors related to managing and not leading, while the factors under discussion here are more related to the dynamic of leading. Additionally, the lack of correspondence may be due, in part, to definition problems and a lack of clarity of terms. An attempt is made to sort out the confusion.

The paper sets out to show that more and more firms are employing employee involvement systems to enhance motivation, employee performance and organizational productivity. Managers often attempt to install teams into a traditional manufacturing process by finding elements that they believe will “work” in that setting. While they typically do a very good job at this cut and paste approach, they often suboptimize the potential of the team structure. They do not take advantage of a “full scale” Self‐Directed Work Team (SDWT) system.

In the paper it is revealed that this often results from two conditions that exist in organizations that already exist in which managers attempt to insert teams or from one of these two conditions that apply to start‐up situations as well.

The paper finds that one of these conditions that exists for traditional, existing organizations is the problem of existing systems – accounting, personnel, operating, etc. systems. Managers have to work within or around the existing systems that tend to operate counter to the principles of SDWT formation. The second condition is that managers often cannot see, in their mind's eye, the path or transition from where they are to the full SDWT structure. These give them a sense of loss of control. So, they go only as far as they can control.

This paper describes a process to enable managers to both: describe, from a competency standpoint, the end state SDWT picture; and plan and track the progress of each team toward that end state. Practical examples that come from US and UK manufacturing sites are provided.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Algermissen, Virginia, Penny Billings, Sandra Grace, Barbara Guidry, and John Blair. “Subminute Telefacsimile for ILL Document Delivery.” Information Technology and Libraries, I (Sept., 1982), 274–5.

Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.