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The aim of this research is to better inform public policy makers and the disaster management community about the use of early warning systems. The central research question of this article is how local governments should provide early warning to the citizenry of impending tornado danger.

The main objectives of the paper were achieved by reviewing the literature on early warning systems for tornadoes and by conducting a content analysis of news reports, from the Orlando Sentinel newspaper, which identified the most cost‐effective early warning system for tornadoes. The theoretical approach of the paper covered the responses, results, and recommendations themes from the disaster management early warning system literature.

The study concludes with a disaster management policy recommendation for an early warning system for tornadoes for local government. The paper's recommendation is to utilize the cost‐effective NOAA weather radios to alert the citizenry of impending tornado danger. This recommendation is also generalizable to early warning systems for hurricanes, flash flooding, terrorist attacks, and other major natural and man‐made disasters.

A research limitation is that the paper focuses on Central Florida. Future research could begin with the paper's findings and generalize these findings to other areas internationally.

The paper will better inform governmental policy makers and members of the disaster management community about the early warning system alternatives available to warn the citizenry of impending tornado danger. It will hopefully begin a dialogue among disaster management practitioners and academics about early warning systems for tornadoes.

The paper fills a gap in the tornado early warning system literature. Heretofore, there has been little writing, which this paper reviews, that compares early warning systems for tornadoes. However, the original value of the paper is that it specifically focuses on the instrument of warning the citizenry of tornadoes, the time of day of the tornado event, and the life‐saving effects of tornado warnings. The value of the paper will be to public policy makers world‐wide and to the growing disaster management community.

IT is evident from the numerous press cuttings which are reaching us, that we are once more afflicted with one of those periodical visitations of antagonism to Public Libraries, which occasionally assume epidemic form as the result of a succession of library opening ceremonies, or a rush of Carnegie gifts. Let a new library building be opened, or an old one celebrate its jubilee, or let Lord Avebury regale us with his statistics of crime‐diminution and Public Libraries, and immediately we have the same old, never‐ending flood of articles, papers and speeches to prove that Public Libraries are not what their original promoters intended, and that they simply exist for the purpose of circulating American “Penny Bloods.” We have had this same chorus, with variations, at regular intervals during the past twenty years, and it is amazing to find old‐established newspapers, and gentlemen of wide reading and knowledge, treating the theme as a novelty. One of the latest gladiators to enter the arena against Public Libraries, is Mr. J. Churton Collins, who contributes a forcible and able article, on “Free Libraries, their Functions and Opportunities,” to the Nineteenth Century for June, 1903. Were we not assured by its benevolent tone that Mr. Collins seeks only the betterment of Public Libraries, we should be very much disposed to resent some of the conclusions at which he has arrived, by accepting erroneous and misleading information. As a matter of fact, we heartily endorse most of Mr. Collins' ideas, though on very different grounds, and feel delighted to find in him an able exponent of what we have striven for five years to establish, namely, that Public Libraries will never be improved till they are better financed and better staffed.

In this study, the authors aimed to compare the effectiveness of low-intensity psychological interventions provided face-to-face (FTF) with those provided by telephone and video-based modalities, in a primary care psychology service for individuals with mild-to-moderate mental health difficulties.

Participants (N = 384) were service users who completed at least one intervention with the service over a two-year period between 2019 and 2021. Using psychometric measures of anxiety and low mood, a repeated measures design pre-, mid- and post-intervention evaluated service users’ clinical outcomes. Data analysis was carried out on those participants (N = 289) who had completed all three of the required psychometric measures.

All formats of intervention showed a significant and equivalent reduction in low mood and anxiety scores at the completion of the intervention, regardless of the format of therapy. This suggests no discernible difference in the effectiveness of the three formats of intervention in this service. In addition, no significant association was found between the format of intervention and service user dropout rates.

This study availed of data arising pre and during a pandemic as a naturalistic experiment into the use of telehealth in delivering brief psychological interventions in a frontline community service. The effectiveness of telephone and video-based brief psychological interventions was found to be comparable to that experienced by FTF interventions. This provides preliminary support for the inclusion of telehealth options for service users engaging with low-intensity psychotherapeutic services.

In the context of business schools, the word “leadership” is widely used in missions, visions, and marketing materials. However, underlying support and the infrastructure to truly develop leaders may be lacking. The purpose of this paper is to highlight the challenges and issues facing leadership education in the context of business education. More specifically, we highlight some of the structural challenges, foundational issues, and research related problems and identify several opportunities to address some of the areas for development. Throughout this paper, we discuss how the National Leadership Education Research Agenda can spark research that will legitimize our work not only in business, but across disciplines.

Emotional intelligence (EI) has been embraced by many practitioners and academicians without clear empirical support for the construct. In this rejoinder and extension of an earlier comment, I highlight the importance of using methodologically defensible scientific criteria for conducting or evaluating research. I review literature demonstrating that EI models are beset with problems concerning their validity and show that support for the EI construct may be based more on tangential speculation than on empirical findings. Although I find some common positions with EI researchers such as Prati et al., I underline contradictions and inconsistencies which may cast doubt on the necessity of EI for understanding and predicting leadership effectiveness.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Commencing with publications in the 1970s, the purpose of this paper is to review the historical writing about Australian and New Zealand teachers over the past 50 years.

The paper incorporates men and women who led and taught in domestic spaces, per-school, primary, secondary and higher education. It is structured around publications in the ANZHES Journal and History of Education Review, and includes research published in other forums as appropriate. The literature review is selective rather than comprehensive.

Since the 1980s, the history of New Zealand and Australian teachers has mostly focussed on women educators in an increasing array of contexts, and incorporated various theoretical perspectives over time.

The paper highlights key themes and identifies potential directions for research into Australian and New Zealand teachers.

One more point calls for notice. It may be asked : Why is there any alphabetical arrangement under the word “and”?

This article provides a commentary on the article “Emotional intelligence, leadership effectiveness, and team outcomes” by Prati, Douglas, Ferris, Ammeter, and Buckley (2003). The role of emotional intelligence (EI) as a construct in organizational behavior is addressed by discussing (a) the boundary conditions of theories in organizational behavior; (b) the relative importance of EI, g and personality in leadership effectiveness; (c) whether EI is needed for leadership effectiveness; (d) the degree EI is a unique construct versus a part of normal psychological functioning; (e) the relationship between EI and levels of analyses in organizations; and (f) whether EI is important for charismatic leadership. This discussion concludes with a cautionary note about premature excitement over the use of EI in the workplace.

A topic currently receiving significant academic and practitioner attention is called evidence-based management. The purpose of this paper is to suggest that this approach is sometimes over-sold and may be a fad. Additionally, evidence-based management fails to fully recognize the importance of tacit knowledge, what Kahneman calls system 1. Evidence-based management does provide tools to better use what Kahneman calls system 2, rationality. Decision-makers need to take advantage of both rational and beyond rational processes.

This is an essay, it is not a report of a study. At this point in time, this paper needs thinking, reflection, pondering, more than a data-based study.

Advocates promote evidence-based management in part to help avoid fads, yet evidence-based management itself has many of the characteristics of a fad. Evidence-based management is based on an objective rational view of the world and suggests highly rational methods of decision-making. However, a rational fact-based might not give sufficient credit to instinct and feelings. Decision-makers should take into account facts, evidence, when making decisions, but not ignore intuition, hunches and feelings. This study is learning that decisions use a galaxy of approaches, with both cognitive and affective flexibility.

As with any opinion-based paper, this lacks empirical support. Proponents ask us to believe in evidence-based management. Neither we, the authors of this paper, nor the proponents of evidence-based management can empirically support the ideas offered. An additional limitation is that the paper is written in one language, English. Translation into another language might yield different meanings.

There are advantages for scholars and practitioners to look at the best available evidence. There can be disadvantages in overlooking non-quantifiable factors.

Those who use evidence-based management should also take into account feelings, ethics, aesthetics, creativity, for the betterment of society. To solve wicked problems one needs more than facts and rational analysis.

The overwhelming majority of those writing about evidence-based management are supporters. This study offers a different view. This paper brings new ideas and new thinking to both the extensive fad literature and the huge evidence-based management literature. Evidence-based management is discussed widely. Google Scholar lists more than two million papers in 2019, 2020 and 2021 on evidence-based management. Readers of this journal should critically evaluate this popular set of ideas.