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The purpose of this study is to understand the conditions in which subordinates, after making a mistake, are more likely to engage in feedback avoidance behaviour (FAB), a set of behaviours that could ultimately jeopardise patient safety in a health care context.

This study used a sample of 183 independent leader-subordinate dyads in the health care service sector. For this study, a multiple mediator model in which three types of conflict (task conflict, relationship conflict and process conflict) were tested and acted as mediating mechanisms that transmitted the effects of perceived dissimilarity to FAB.

The results supported the mediating role of two of the three forms of conflict and highlighted the consequences of dissimilarity between supervisors and subordinates in the healthcare setting.

One of the noteworthy limitations of this study was that this study used cross-sectional time-lagged data. Future research should use a more rigorous longitudinal approach such as a cross-lagged design (Whitman et al., 2012) to explore the dynamic nature of dyadic relationships over time.

An important implication of our study results suggests that health care leadership development training should provide opportunities to increase awareness of the tendency of leaders to treat subordinates perceived as dissimilar more negatively.

These results contribute to our understanding of the interpersonal processes between subordinates and their supervisors, which could have a significant impact on organisational outcomes in the health care setting.

Given the changing work force demographics and the increased globalization of businesses, the usage of a multidimensional construct to assess racioethnic differences in job‐related attitudes and behaviors may be able to provide researchers and practitioners with a better understanding of how to more effectively manage diverse individuals within various organizational contexts. As such, it is purported that racioethnicity is multidimensional, with at least three dimensions: physioethnicity, the physical dimension; socioethnicity, the sociocultural dimension; and psychoethnicity, the psychological dimension. It is further posited that examining socioethnicity and psychoethnicity, in addition to physioethnicity, will enable researchers and practitioners to assess the sociocultural and psychological dimensions of racioethnicity and their affects on various organizational behavioral outcomes, which have traditionally been ignored.

Recent studies of racioethnic differences in job satisfaction have yielded inconsistent results. It is posited that the physical variable race/national origin (synonymous with physioethnicity), that is commonly used to operationalize race/ethnicity, is not sufficiently comprehensive to detect the social and cultural essence of racioethnicity. Thus, this article offers “socioethnicity” as a less observable type of racioethnicity. This delineation of socioethnicity enables the researchers and practitioners to measure the number of cultures with which an individual identifies. Based on previous research findings and grounded in orthogonal cultural identification theory, it is hypothesized that multicultural members of the majority group in a racioethnically diverse work environment will be more satisfied with their coworkers than monocultural members. Results supported the hypothesis.

Intragroup conflict research has shown that task conflict can improve group outcomes, but it has not addressed how groups ensure that the positive aspects of task conflict are realized. This study examines the influence of group conflict management on group effectiveness, as well as the moderating role of group conflict management on task conflict—group outcome relationships. Results of a field survey of 96 business school project groups indicated that the use of agreeable conflict management in response to task conflict was associated with greater group satisfaction. Results examining group conflict management as a moderator showed that the relationship between task conflict and group performance was positive when conflict was actively managed and negative when it was passively managed. Similarly, task conflict improved group satisfaction when managed with agreeable behavior, and harmed satisfaction when neutral or disagreeable behaviors were used. Results from this work provide an important first look at how group conflict management behaviors directly impact group outcomes and affect task conflict—group outcome relationships.

Notable Social Studies Trade Book (NSSTB) lists include books selected annually by the Book Review Committee of the National Council for the Social Studies in conjunction with the Children’s Book Council. These lists are excellent resources for teachers who use children’s literature to support social studies instruction in their classrooms. We report our analysis of award-winning titles for primary grades published from 2001-2011. Biographies and books that address topics about families are featured as a starting place for primary grades teachers to begin incorporating NSSTB into their social studies instruction. We conclude by suggesting ways for primary grade teachers to utilize the book lists each year.

The prayer against the Poultry (Hygiene) Regulations which we briefly mentioned in the editorial of our last issue, was lodged as a result of activity by the Environmental Health Officers' Association. Incidentally it is the first occasion as far as we can recall that a prayer has been lodged against any of the rash of food regulations of recent years, and reflects the strong feelings of the public health inspectorate.

At every period of time marked by years, the seasons by turns and twists in history, among country folk especially, the years of great storms and hard winters; in law enforcement, the passing of some far‐reaching, profound statutory measure, there is this almost universal tendency to look back—over your shoulder‐assessing changes, progressive or otherwise, discerning trends and assaying prospects. We are about to emerge from the seventies—battered but unbowed!—into the new decade of the eighties, perhaps with a feeling that things can only get better.

SOMEWHAT ENERVATED, this day, to receive in the same post letters addressed to ‘Clive Bongley Ltd’, ‘Clair Bingley Ltd’, and a tearsheet advertisement circulated by our Australian agents of ten years' standing describing us as ‘Charles Bingley Ltd’.

The Emerging Leaders Program (ELP) at the College of Management at U Mass, Boston is an executive leadership development program for mid‐career professionals (average age 35) in the Greater Boston Area. The program was founded because of the belief that the future leadership of our urban areas cannot be left to chance. The founders believed that if we are to have inclusive and collaborative leaders in the future, we must find those potential leaders now and provide them with leadership training and development. This paper investigates this subject.

The model is one that could be replicated in any major urban area. Participants are nominated by their organizations, who select them based on their leadership potential. There are usually 40‐45 participants per year for the ten‐month program: one week in January and one day a month through September. The program is built around three areas: meeting and learning from current leaders, skill development, teamwork and collaboration.

The paper finds that extensive evaluations are done with frequent surveys to participants. The Leadership Practices Inventory is administered at the beginning and end of the program. ELP participants include 46 percent persons of colour and over half are women: the program meets its goals of being inclusive.

The surveys indicate that a hands‐on approach to leadership (rather than a more structured classroom approach) is quite effective for young professionals and that they cite development, enhanced networking across sectors, and an increased appreciation for diversity as most positive benefits.

Consumer researchers have studied a number of asymmetries between gift-givers and gift-recipients. However, one unexplored potential asymmetry concerns gift-givers’ and gift-recipients’ perceptions of the importance of selecting a good (vs. bad) gift. This paper aims to study this uninvestigated facet of gift-giving.

Five experimental studies tested the hypotheses. In each study, participants assumed the role of giver or recipient and read a gifting scenario. Study 1 explored participants’ views on the importance of selecting a good gift by asking them directly. Studies 2-4 instead operationalized the importance of selecting a good gift through participants’ choices between gifts. Studies 1-4 also examined our proposed mechanism pertaining to givers overestimating the negative implications of giving a bad gift. Study 5 examined a theoretically relevant boundary condition: the nature of the giver-recipient relationship.

Givers regard it as more important than recipients that a good gift be selected. Critically, this mismatch can manifest as givers making choices that do not align with recipients’ preferences. Drawing on contextualized self-enhancement theory, this study shows that this asymmetry is driven primarily by givers overestimating the negative implications of giving a bad gift as opposed to overestimating the positive implications of giving a good one. Consistent with this account, the effect attenuates when the giver and recipient have a negative (vs positive) relationship and thus givers are not concerned with the negative implications of giving a poor gift.

The findings enrich the field’s understanding of gift-giving psychology by introducing contextualized self-enhancement theory to the gift-giving literature and demonstrating that givers worry more than they should about the negative implications of giving a bad gift. This study also sheds light on the important role that the nature of the giver–recipient relationship plays in gift-giving phenomena. Limitations of this work are that there are some potential boundary conditions and control variables that the authors did not explore, such as potential cultural differences and the income levels of the giver and recipient.

This research suggests that gift-givers should not worry as much as they do about the negative implications of giving a bad gift. In many cases, things may not turn out as bad as givers anticipate when they deliver a less-than-ideal gift. This study also shows that givers sometimes make choices that do not match recipients’ preferences, out of a fear of the negative implications that may arise from giving a bad gift.

This research adds to the gift-giving literature by studying a new facet of gift-giving: whether it is more important to givers or recipients that a good gift be selected. In addition, this work introduces contextualized self-enhancement theory to the gift-giving literature and documents two new asymmetries between givers and recipients: first, givers put more importance on the selection of a good gift than recipients; second, givers overestimate the negative implications of giving a bad gift.