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The purpose of this paper is to report on the results of an experiential leader development course titled understanding group-and-leader (UGL).

The study sample consisted of 61 course participants (the managers) and 318 subordinate raters. The development leadership questionnaire (DLQ) was used to measure the results of the course. The measurements were made on three occasions: shortly before the course, one month after the course and six months after the course.

The managers’ self-evaluations did not change significantly after the course. However, the subordinate raters’ evaluations of their managers indicated a positive trend in the scales of developmental leadership and conventional-positive leadership one month and six months after the course.

The study was based on a comparatively small sample with a number of drop-outs. The study lacked a control condition.

From an organizational point of view, it could be argued that it is justifiable to send managers to such a course, as there is a good chance for an improvement in their leadership style as rated by subordinates.

The integration of group processes and leadership behavior in the context of experiential learning seems to be a fruitful path to leader development.

Longitudinal studies on the results of experiential learning for managers are sparse. This is the first quantitative evaluation of a course that more than 80,000 individuals have taken.

The purpose of this paper is to understand the influence of leadership programmes on leaders and co-workers, as well as which mechanisms are involved in the process.

An analysis was done into 431 free-text answers to questionnaires given to 120 participants in two different leadership programmes and their co-workers six months after their participation, using a grounded theory inspired approach.

The result is a model, linking internal psychological and external behavioural aspects, with the central outcome that leaders gained more confidence in their leadership role through theoretical models learned, and reflection.

The course participants as well as the co-workers seemed to experience a positive leadership development indicating a value of participating in the courses.

Confidence in leadership role seems important for having positive outcomes of leadership. Although this needs further research, it is something organisations should consider when working with leadership questions.

The co-workers perceived their leaders to be calmer, more open for discussions, and willing both to give and receive feedback post training. There appears to be an increase in trust both in the leader and reciprocally from the leader in the co-workers.

Until now there has not been any systematic research into the effects on participants and co-workers following the programmes, despite the fact that over 100,000 have participated in the courses.

The purpose of this paper is to examine the possible factors related to transfer of knowledge and skills from two leadership development courses to the work environment and its maintenance for two years post training.

A total of 12 leaders in two different types of courses were interviewed at least two years after their participation. Thematic analysis was used to identify patterns within the data that explained if, how and why these leaders used this knowledge and these skills in their leadership practice.

The most influential themes identified were personalized feedback in the courses, increased confidence in leadership roles after the courses, the opportunity to use new knowledge and skills at work, employee feedback, management facilitation and continual reflection.

Leadership development programs should include personalized feedback and reinforce continual reflection on the feedback and course content. The short-term goal of such programs should be to increase leaders’ confidence in their leadership role. The employer must offer opportunities for continual reflection, facilitate dialogue with employees, peers or superiors for long-term maintenance of skills and knowledge.

Outcome studies of leadership development programs are scarce and long-term follow-up of transfer and maintenance of knowledge, as this one, even more unusual.

The Undergraduate Library (UGL) at the University of Michigan (UM) is charged primarily with providing library collections and services to support undergraduate library needs for the College of Literature, Science and the Arts. Undergraduate students from that college are the main users of the library, although the library is also used by other undergraduate students, as well as graduate students, faculty, and members of the community. In addition to the regular collection, the UGL provides a variety of computer‐related services to its users. It houses and administers a public‐access microcomputer center containing over 70 Zenith and Macintosh microcomputers, all of which are networked to the campus‐wide computer network, and a collection of over one hundred software titles. There are also a variety of computerized information tools in the library's collection. A public‐access GEAC circulation terminal has been in place for over a year; also available have been two InfoTrac terminals and a microcomputer dedicated to serving as a public‐access Wil‐search terminal. The library also provides intermediary‐based online search services, with access to BRS, DIALOG, RLIN, WILSONLINE, and VU/TEXT. The library is presently implementing a NOTIS‐based online public access catalog and integrated library system.

Following a review of the current economic trends in emerging nations, discusses the importance of marketing within the macro and micro contexts of business environments in a typical liberalized economy. Provides a background to changes taking place within the market environments of emerging nations which have instituted policies to liberalize their economies, with a focus on Ghana, which has been hailed as a successful bright star of the developing world. In the context of developing countries, highlights the relevance of marketing and follows this by identifying a number of areas in which effective marketing strategies are gaining increased importance in Ghana’s evolving marketplace, and in this context, discusses case studies of three companies which have achieved superior performance as a result of improved marketing practices. Addresses the implications of the changing environment for business and marketing managers of both foreign and domestic firms.

Online databases have become increasingly accessible to end users through the use of microcomputers. The quickly expanding family of end‐user databases and software support services reflects the diverse needs of end users. Two popular databases, Compu‐Serve and The Source, appeal to home and business users with direct access to such data as financial information, airline schedules, restaurant guides, weather news, and consumer tips. A related approach has been taken by DIALOG'S Knowledge Index and BRS/After Dark. Directed toward the home information consumer, these vendor services provide access to some 12 to 23 of their most frequently consulted online databases. Using simplified DIALOG and BRS search protocol, the microcomputer operator is charged a reduced fee by searching during evening and weekend hours. A third variation on end‐user searching exists in front‐end software programs such as OL'SAM, CAST and Userkit. These products allow the user to gain access to a variety of database vendors using a single search protocol; the user learns one set of commands which, through the mediation of the software, will work on several database systems. ISI's Sci‐Mate provides similar features.