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Building leadership skills among faculty in academic medicine is essential, yet professional development programs focused on leadership are not always attentive to the needs of faculty on diverse career pathways or at differing career stages—nor are they often rigorously assessed. Evaluations commonly focus on participant satisfaction and short-term learning but not behavior change and institutional impact, which are difficult to assess but arguably more meaningful. Given the substantial time and money invested in these programs, more rigorous evaluation is critical.

The authors evaluated an intensive, shared leadership-focused training program for early-career and mid-career faculty, offered by the University of Pittsburgh’s School of Medicine over the course of a year. They administered a pre/post-program assessment of confidence in key skill areas, and conducted semi-structured interviews with 21 participants between 1–4 years after program completion.

Participants in both programs showed statistically significant improvement (p < 0.001) on every item measured in the pre/post-test. Analysis of the interviews revealed indications of substantial behavior change as well as institutional impact. The evaluation also suggested particular benefits for female professionals.

The authors conducted a long-term assessment of leadership training focused on career pathway and career stage and found that it (a) prompted both positive behavioral change and institutional impact and (b) suggested benefits for female faculty in particular, which could potentially help to eliminate gender-based disparities in leadership in academic medical centers.

Issued in 2005, the Levine report challenges the current way that colleges and universities prepare pre-service administrators to lead elementary and secondary schools. The reforms recommended by the report include shifting attention away from educational research in favor of a more practical focus. Although we support the idea of making school leadership programs more practice-oriented, we disagree with the suggestion that students receive little or no research training. This chapter discusses how learning and conducting educational research can benefit those preparing to lead schools in the educational environment of the 21st century.

The purpose of this study is to provide an empirical measure of how principals enact prescribed leadership standards into practice. The aim of the study was to ascertain how current school principals perceive the practice of a specific set of leadership standards.

A total of 61 practicing school principals in North Carolina were asked to rate (in a forced distribution) how they currently enact the North Carolina Standards for School Executives (their professional standards for certification and evaluation). Using Q‐methodology, factor analysis generated three model sorts. These factors are examined with the sorting data along with data from a post sort questionnaire.

The three factors that emerged in this study highlight that there is no one way leadership practices are lived in schools. Specifically, this study provided three distinct categories of how school principals practice leadership. The three factors that accounted for 38 percent of the variance in this study. The factors were named collaboration focus, policy focus, and vision focus. Each provides illustrative descriptions of what fosters and inhibits practices within each factor.

The findings have clear and present implications for how, why, and to what extent current school principals enact professional standards in the face of contextual factors that may complicate or even negate the efficacy of standardized practice. Such analysis holds promise that practices can be mediated in a meaningful manner.

This study adds value to the field by virtue of examining the dissonance between standards and practice. This study's methodology that seeks to operationalize subjectivity is original in the field of principal leadership.

The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.

Measuring behavior requires research methods that can capture observed outcomes and expose underlying processes and mechanisms. In this chapter, we present a toolbox of instruments and techniques we designed experimental tasks to simulate decision environments and capture behavior. We deployed protocol analysis and text analysis to examine the underlying cognitive processes. In combination, these can simultaneously grasp antecedents, outcomes, processes, and mechanisms. We applied them to collect rich behavioral data on two key topics in strategic management: the exploration–exploitation trade-off and strategic risk-taking. This mix of methods is particularly useful in describing actual behavior as it is, not as it should be, replacing assumptions with data and offering a finer-grained perspective of strategic decision-making.

There is a growing perception that higher education increasingly follows what Cary Nelson calls the business or “Industry .. handbook of relevant strategies and techniques” of employee management, seen by many in the demise of tenure and the increase in part‐time hiring. As an academic/corporate convergence this trend, however, extends beyond higher education’s use of corporate employee management strategies. As higher education becomes a profitable venture, following business’s “handbook” becomes symptomatic of a profound blurring between corporate and academic entities that beckons a reassessment of higher education’s overall direction in light of its relationship with the corporate world. As we’ll see in the demise of tenure and the growth of the part time position, academia is increasingly following the corporate or “industry ... handbook of relevant strategies and techniques” of employee management (Nelson, 1997b). The presence of a corporate paradigm in academia is, however, not limited to employee management practices. As higher education becomes profitable through the use of new technologies, following the corporate “handbook” becomes symptomatic of a far more significant blurring between corporate and academic entities that, because of the drastic and fundamental changes it poses for academia, warrants that academia both reconsiders its internal structure and its overall degree of separation from the corporate arena.

The use of teams is ubiquitous in organizations, yet teams are not always effective. Much work has been conducted to understand those factors that facilitate effective team training. While much has been learned, there is no escaping the fact that team training is a complex, resource intensive endeavor. Recent advancements in the area of intelligent tutoring may provide a way forward as one method by which to reduce some of the ongoing resource requirements involved in team training. The current chapter relies on the science of team training to describe a tool, team task analysis, that should be considered in building ITSs that move beyond the training of individual tasks to those which are team-based. In that vein, an overview of team task analysis is provided, how it differs from individual task analysis, and what it may contribute to the design of ITS for teams. In doing so, we put forth five considerations that are somewhat unique as compared with traditional task analysis as well as some corresponding guidance from the literature in light of these considerations. It is our hope that this information will not only be useful to those building team-based ITSs, but spur future thought.

The year 1986 did not bode well for investment banker Dennis Levine. In a civil injunctive action the US Securities and Exchange Commission (SEC or the Commission) alleged that Levine, through an insider dealing scheme, violated several anti‐fraud provisions of the Securities Exchange Act of 1934. Without admitting or denying that he obtained over $12m in illicit profits from secretly trading in the securities of 54 companies, Levine settled the SEC action and was ordered to disgorge over $10m to the court.