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This chapter analyzes the decision-making code of Winston Churchill in making four major decisions as the head of the British government during World War II. The study uses the Applied Decision Analysis (ADA) method. The main conclusion of this chapter is that Winston Churchill’s decision-making fits the poliheuristic theory of decision-making.

This chapter is an examination of the contribution of female musicianship to the Perth metal scene, particularly in relation to the positioning of women in frontier mythology and the ways in which we might read the gothic sublime in terms of women’s experiences. While it has been recognised that Australian metal music, in general, is tied to the colonial frontier narrative, Perth’s isolation produces a particular kind of frontier narrative which can be read in relation to the gothic sublime. In this chapter, the author examines three Perth metal bands which comprise female members: Claim the Throne (featuring Jess Millea on keys and vocals), Sanzu (featuring Fatima Curley on bass) and Deadspace (featuring Shelby Jansen on bass and vocals). The author will argue that there is a motif running through Perth bands that comprise female musicians that is tied to their positioning in the Western frontier narrative and its production in relation to the gothic sublime. To do so presents one kind of way to conceptualise a metal scene on the ‘Western Front’. The author emphasises that this is not a totalising conceptualisation, rather, it is one way to suggest how context might shape women’s experiences and, perhaps more importantly for this argument, the way in which women women’s experiences and historicity in relation to the legacy of ‘frontierswomen’ inflect metal music in this scene.

The chapter tries to highlight the critical importance of values to leadership, and argues that the research design of the ‘social scientific’ mainstream is incommensurable with the language of the scientific discipline that studies values: moral philosophy. The chapter shows that (a) through goals and actions, ethics is a central aspect of leadership and (b) that ethics cannot be reinterpreted as being ‘value-neutral’. Therefore, ‘effective’ leadership must always be connected to a specific value set. After arguing that leadership cannot be meaningfully looked at without reference to virtue ethics, two case studies are used to demonstrate the relationship between the two. By looking at two prominent terrorist leaders, the chapter shows how values are at the heart of their visions and actions. There are at least two practical implications: the study of leadership, and leadership education, must be reconnected with moral philosophy. The chapter connects three hitherto unconnected topics: leadership, (virtue) ethics and terrorism, presenting new insights into especially leadership.