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The purpose of this paper is to examine the moderated-mediational relationship between the impostor phenomenon (IP) and work-to-family conflict (WFC). Building on conservation of resources (COR) theory, the authors hypothesize that individuals who experience the IP lack the initial resources needed to meet work demands and, thus, experience emotional exhaustion, which leads to WFC. However, the authors hypothesize that additional resources provided by organizations, such as perceived organizational support (POS), may weaken the negative experiences of imposters.

The authors tested a moderated-mediation model using data from a time-lagged survey study among 92 Midwest community college employees. Regression was used to examine the mediating effects of emotional exhaustion and the moderating effect of POS on the IP to WFC relationship.

Results support the hypothesized model. Emotional exhaustion is a mediating mechanism in the relationship between the IP and WFC. POS is a moderator of this indirect relationship; the indirect relationship between the IP and WFC through emotional exhaustion is weaker when employees perceive high levels of POS.

The findings suggest that there are detrimental long-term effects associated with the IP for organizations. Thus, managers should curb feelings of impostorism within their organizations and provide impostors with organizational support in order to reduce their emotional exhaustion and WFC.

The present study indicates that individual dispositions play an indirect role in WFC. Furthermore, the authors identify organizational outcomes associated with the IP, whereas previous research has rarely emphasized outcomes.

This paper aims to trace the emergence, rise and eventual fall of Mojo-MDA. Established as a creative consultancy in 1975, Mojo embarked on an ambitious growth strategy that would see it emerge as Australia’s first multinational agency. By examining the agency’s trajectory over the 1970s and 1980s, this paper revisits the story of an Australian agency with boundless confidence to develop a more nuanced understanding of the dynamic role played by corporate culture in the agency's fortunes.

This study uses reports and features published in the Australian advertising trade press, along with other first-hand accounts, including oral history interviews and personal correspondence with former agency staff.

By identifying the forces and influences affecting Mojo-MDA’s outlook and operations, this paper demonstrates the important yet paradoxical role that corporate culture plays in both building and undermining an agency’s ambitions and the need for marketing historians to pay closer attention to it.

This examination of an agency’s inner machinations over an extended period presents a unique perspective of the ways that advertising agencies operate, as well as the forces that drive and impede them, at both national and global levels. The Mojo-MDA story also illustrates the need for marketing and business historians to pay close attention to corporate culture and the different ways that it affects marketing business and practices.

The paper aims to establish the relationship between leader member exchange (LMX) relationship and work role performance through the dynamic process of employee engagement. The study outlines why and how leadership is important for employee engagement and effective work role performance. Adopting a survey based research design, a sample of 198 Indian working managers at different levels including various sectors has supported our hypotheses that employee engagement mediates the relations between LMX and work role performance. It provides empirical insights about how employee engagement process influences the LMX and work role performance relationships. The results also suggest that high quality relationship of employees with their leaders is positively related to employee engagement and their work role performance.

A curious and unexpected thing has happened to personal computing typography: it's gotten cheaper and much more interesting, thanks to TrueType, a new digital typography standard that nobody (including the author) took seriously when it was first proposed. The author evaluates eight TrueType type collections costing from 10 cents to $1.25 per typeface. This article discusses that evaluation, and also evaluates a $19 CD‐ROM with more than 400 typefaces. The results may surprise you. They certainly surprised the author, when a company perhaps best known for selling cheap software in Canadian convenience stores proved to have not only the cheapest (per typeface) but also the best all‐around inexpensive typeface collection. The author also provides notes on the literature for April‐June 1993, including the last issues of PC Sources.

Although ethnicity and gender play a significant role in many types of social interaction, little research exists on their importance in mediation. An analysis of community mediation cases (N = 27,852) from New York state demonstrated that, consistent with predictions from criminal justice research, Whites were underrepresented in mediation relative to Blacks and Hispanics, and that females were more likely to participate in mediation as claimants than men. Both ethnicity and gender were related to the type of dispute, degree of violence, intimacy between disputants, source of referral, and mediation outcome. Additional analysis, taking into account source of referral, education, and income level of the claimant, did not fully account for the observed ethnic or gender differences. Results are discussed in terms of reasons why ethnic and gender differences exist in mediation, limitations of demographic data, and areas for future research.

Observes that, in some public schools in the USA, dual language instead of English only is being promoted as a plus and not the drawback it was once seen to be. Stresses there is still opposition to dual language or other languages being used in the US. Reckons that educated parents are the likeliest to seek dual‐language education for their children. Uses tables and figures to show the dual language options and variances. Concludes that there is potential for two‐way immersion to expand.

Previous research is equivocal about: whether affective organizational commitment increases or decreases with increasing tenure; and which psychological climate variables correlated with affective commitment are important as tenure increases. The study's purpose is to examine whether the relationship between psychological climate and affective commitment is moderated by tenure.

The total workforce of a public sector agency in Western Australia (n=1,117) was surveyed with a response rate of 53 per cent. The moderating role of tenure was examined for employees with less than one year's tenure (n=87), one to nine years (n=232) and more than nine years (n=258).

Affective commitment was found to be stronger for employees with longer tenure; however, perceptions of psychological climate appear to be less positive for these employees. The finding of a moderation effect for tenure appeared to be attributable to the importance of supervisor involvement to affective commitment for employees with one to nine years' tenure.

Building affective commitment is an important issue for managers as it is strongly related to withdrawal cognitions and employee turnover. The findings of the study suggest that the criteria against which an organization is assessed by employees tends to shift with time and impacts on affective commitment.

The three‐way relationship between tenure, psychological climate and affective commitment has received little attention. The findings of the study suggest that the strength of affective commitment may depend on the extent to which the specific interests and capabilities of individual employees at different stages of tenure are met.

This issue is a selected bibliography covering the subject of leadership.

Drawing from research on art integration, we discuss why visual arts and social studies can be powerful partners in promoting critical thinking skills. Because this is an increasingly visual society, visual literacy is becoming progressively more important. Through the visual arts, students have the opportunity to analyze and evaluate information, which are critical academic and citizenship skills. The integration of these two content areas and skills facilitates effective use of the limited time teachers have with students. In order to demonstrate the integration of art and social studies, we provide a lesson plan on Western Expansion.

In order to achieve sustained competitive advantage through developing human capital, organizations, apart from human resource management practices, concentrate on developing transformational leaders and implementing knowledge management (KM). To take part in their efforts, this paper intends to explore leadership and KM literatures to examine the interrelationship between transformational leadership, KM, and employee‐perceived human capital creation or benefits.

A systematic literature review is carried out of traditional and contemporary theoretical and empirical research studies to support the nexus of interrelationship between transformational leadership, KM, and human capital. This review is mainly integrated using a model and propositions that relate transformational leadership and KM with human capital benefits.

Transformational leaders have potential to affect their employees' perceptions of human capital benefits. They also have the greatest potential to augment these benefits through involving them in the KM process, establishing organizational culture, and encouraging communication among employees.

This model suggests that human resource managers should provide training to managers with regard to developing transformational leadership behavior, since this behavior contributes to human capital creation by which an organization achieves competitive advantage. Furthermore, this study mainly focuses on leaders as transformational leaders, since these leaders are highly capable of stimulating their followers' creativity. Therefore, this study only considered the components described by Bass and Avolio.

This paper contributes to leadership literature by adding the notion of transformational leadership as an antecedent of human capital creation.