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One recent direction for leadership research has been the use of purely qualitative data and qualitative analysis. One analytical method used in this phenomenological research has been the full grounded theory method. That method has generated social process theories about leadership in organizational settings. The present research operationalizes those theories into questionnaire format. This operationalized work gives support to a one-factor model for social processes of leadership (SPL) in organizations. It also identifies four lower-order social processes of leadership. Concurrent validity is concluded from a high correlation with Bass & Avolio’s and Podsakoff’s transformational leadership constructs. The correlations are so high that the SPL scale might be tapping the same underlying construct as transformational leadership. The augmentation effect of transformational leadership over (transactional) management is also supported. Support has been obtained for ongoing grounded theory-based research into the social processes of leadership and influence, and related phenomena, in organizations.

GLASGOW was later by about one hundred and thirty years than some of the Scotch towns in establishing a printing press. Three hundred years ago, though Glasgow contained a University with men of great literary activity, including amongst others Zachary Boyd, there does not appear to have been sufficient printing work to induce anyone to establish a printing press. St. Andrews and Aberdeen were both notable for the books they produced, before Glasgow even attempted any printing.

While uncertainty has always been a feature of the healthcare environment, its pace and scope are rapidly increasing, fueled by myriad factors such as technological advancements, the threat and frequency of disruptive events, global economic developments, and increasing complexity. Contemporary healthcare organizations thus persistently face what is known as “deep uncertainty,” which obscures their ability to predict outcomes of strategic action and decision-making, presenting them with novel challenges and threatening their survival. Persistent, deep uncertainty challenges us to revisit and reconsider how we think about uncertainty and the strategic actions needed by organizations to thrive under these circumstances. Simply put, how can healthcare organizations thrive in the face of deeply uncertain environments? We argue that healthcare organizations need to employ both adaptive and creative strategic approaches in order to effectively meet patients' needs and capture value in the long-term future. The chapter concludes by offering two ways organizations can build the dynamic capabilities needed to employ such approaches.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

A NUMBER of attempts have already been made to present a simple and easily understood account of wing flutter 1,2,3,4,5,6, but it appears that the subject is still obscure and difficult to many. Accordingly another elementary presentation of the subject is given in this paper, and the problem is approached in a new way. Emphasis is placed on explaining how flutter can happen; that is, on the physical mechanism by which an aeroplane wing can become a species of air engine and extract energy from the passing air. This explanation is greatly helped by experiments with a mechanism which has been called the “flutter engine”, consisting of a rigid aerofoil so arranged that when placed in an airstream it can oscillate and drive a flywheel.

THE orthodox solution of Lagrangian frequency equations involves the expansion into polynomial form of the characteristic determinantal equation in the latent roots, but this method becomes exceedingly laborious if a large number of frequencies and their associated modes are required accurately for any system of equations of high order, say above the sixth. We define a system of Lagrangian frequency equations to be of the nth order if it consists of n equations for n homogeneous unknowns, which we call modes. A useful contribution to the problem was made by the iteration solution of Duncan and Collar, which is especially valuable when only the highest one or two latent roots are required. But when an aircraft propeller vibration problem required the first seven frequencies and their associated modes for a 12th‐order equation whose coefficients involved a variable pitch angle, the labour of calculation by this method appeared at that time (1941) to be prohibitive. The ‘Escalator’ method was therefore devised jointly by the author and Captain J. Morris of the Royal Aircraft Establishment as an alternative. In the propeller problem all the latent roots involved were necessarily real. Dr L. Fox, using relaxation methods, has recently solved a similar problem in a remarkably short time. Unfortunately, relaxation methods cannot easily be extended to the case of complex latent roots, which can occur in connexion with flutter, radio circuits and other problems. In this paper it is shown how the Escalator method can be adapted without essential change to cases in which complex quantities occur.

This study investigates the structural relationships among humor leadership, psychological empowerment, innovative behavior, and job performance in the Korean hotel industry. This study reveals following key major findings. First, a leader’s use of humor in leadership significantly and positively influences an employee’s psychological empowerment. Second, an employee’s psychological empowerment significantly and positively influences innovative behavior and job performance. However, innovative behavior does not significantly influence job performance. In the final section, theoretical and managerial implications are discussed.