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

Competition is a prominent topic of discussion among academics and practitioners; yet the relevant literatures in management and psychology lack a consistent definition to describe this phenomenon. Consequently, much of the mixed results concerning competition's impact on attitudes and performance might be due to conceptual differences about the construct. A survey administered in a laboratory setting demonstrated individuals perceive different types of competition, and these different types had different impacts on attitudes and behavior. One type of competition identified here, the opportunity for informal competition, draws from a vast literature in social psychology—using social comparisons to evaluate performance. These results support broadening the definition of competition and expanding future research investigation efforts. Informal social competition can potentially benefit efforts to effectively direct and enhance motivation.

Managing conflicts between employees and supervisors is a critical issue in maintaining productive labor‐management relations. This study uses the theory of cooperation and competition to specify the nature of the relationship and the flexible strategies that facilitate mutually beneficial solutions to employee complaints. Results based on interviews of supervisors and union employees in a remote site in British Columbia support the hypotheses that cooperative, compared to competitive and independent, goals promote open‐minded discussions of complaints that result in efficient resolutions which benefit both supervisors and employees. Results suggested that developing cooperative goals and open‐minded negotiation skills can help supervisors and employees to create integrative solutions to shopfloor conflicts.

A hidden issue is whether the more de‐escalatory behavior of cooperatively‐motivated compared to competitively‐motivated conflict parties is the result of less concern for one's own goals, more concern for the other's goals, or both. A scenario study and a simulation experiment among undergraduate students confirmed the hypothesis that the difference in other‐concern is the critical explanator. The stronger other‐concern of cooperatively‐motivated compared to competitively motivated parties fostered more accommodating, more problem solving, more compromising, and less forcing, resulting in more de‐escalation or less escalation.

LONG before man learnt to make fire by the friction of wood, he experienced the burden of friction in dragging home his kill. Perhaps it is not too fanciful to suppose that the torn sides of his beast gave the first solid lubricant. Blood and mutton fat were seriously recommended as lubricants for church bell trunnions as recently as the 17th century. Indoed we still reckon fatty acids the best of all boundary lubricants. The range of man's activities has increased enormously in the present century, and particularly in the last few decades. Men have circled the earth in space; a space ship is on its way to examine another planet; terrestrial man is boring to the bottom of the earth's crust; others have descended to the depths of the ocean, and oven established a home on the floor of the Mediterranean, Speeds have increased by factors of thousands, temperatures range from near absolute zero to thousands of degrees; and a new environment of high‐intensity nuclear radiation has been created. Still, objects must move over and along each other in these exotic conditions; and to a large extent solid lubricants can provide the answer to the frictional problems.

The purpose of this paper is to develop the method for the calculation of residual stress and enduring deformation of helical springs.

For helical compression or tension springs, a spring wire is twisted. In the first case, the torsion of the straight bar with the circular cross-section is investigated, and, for derivations, the StVenant’s hypothesis is presumed. Analogously, for the torsion helical springs, the wire is in the state of flexure. In the second case, the bending of the straight bar with the rectangular cross-section is studied and the method is based on Bernoulli’s hypothesis.

For both cases (compression/tension of torsion helical spring), the closed-form solutions are based on the hyperbolic and on the Ramberg–Osgood material laws.

The method is based on the deformational formulation of plasticity theory and common kinematic hypotheses.

The advantage of the discovered closed-form solutions is their applicability for the calculation of spring length or spring twist angle loss and residual stresses on the wire after the pre-setting process without the necessity of complicated finite-element solutions.

The formulas are intended for practical evaluation of necessary parameters for optimal pre-setting processes of compression and torsion helical springs.

Because of the discovery of closed-form solutions and analytical formulas for the pre-setting process, the numerical analysis is not necessary. The analytical solution facilitates the proper evaluation of the plastic flow in torsion, compression and bending springs and improves the manufacturing of industrial components.

The ability to reflect upon and manage their internal functioning may very much help teams contribute to their organizations. This study suggests that managing conflict cooperatively and productively provides a foundation for effective team task reflexivity. 200 employees in 100 work teams in China completed measures of their team's cooperative, competitive, and avoiding approach conflict management and task reflexivity and 100 managers indicated the team's in‐role and extra‐role (organizational citizenship behavior) performance. Results support the theorizing that conflict management can contribute to team task reflexivity. Structural equation analyses were interpreted as suggesting that cooperative conflict management promotes task reflexivity that in turn results in team performance. These results, coupled with previous research, were interpreted as suggesting that cooperative approaches to conflict and task reflexivity are complementary foundations for effective teamwork.

This research investigates subgroup formation as an important mediator in the goal interdependence-intragroup conflict linkage. Specifically, it proposes that subgroup formation will mediate the relationship between cooperative goal interdependence and intragroup conflict, but not for competitive goal interdependence and intragroup conflict. Further, competitive goal interdependence is posited to have direct, positive effects on intragroup conflict. Using structural equation modeling analyses with 79 student project teams, the findings revealed that subgroup formation fully mediated the relationship between cooperative goal interdependence and task and process conflict, but only partially mediated the relationship between cooperative goal interdependence and relationship conflict. As predicted, subgroup formation did not mediate the relationship between competitive goal interdependence and intragroup conflict; however, competitive goal interdependence was negatively, rather than positively, related to intragroup conflict.

Prior research has illustrated the benefits of cooperation across groups. This study sought to identify methods to induce cooperation across groups. Three laboratory studies showed modifying performance appraisals to include intergroup behavior, and including an external supervisor evaluation, led to greater frequencies of helping behavior and more positive attitudes towards cooperating under scarce resource conditions.

This paper briefly reviews the assembly line balancing techniques developed over the last 30 years. It attempts to establish the direction of research, to identify unexplored areas with potential for study and recommends future courses of action.