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The Americans for Indian Opportunity (AIO), a national Indian organization concerned primarily with tribal governance issues, has sponsored numerous projects during the 1980s which suggest that better models of communication and consensus‐building are desperately needed within Indian tribal communities. Due in part to the use of forms of problem‐solving that are incongruent with tribal values and cultural patterns, many Indian communities have been paralyzed in their efforts to develop consensus on strategic plans. While many tribes have experimented with various forms of conflict management techniques, careful consideration must be given to the appropriateness of the approach employed Because the cultural traditions of Indian communities are rooted in a consensual approach to problem‐solving, dispute resolution approaches imposed by non‐Indian law and bureaucracies often conflict with tribal values. This paper reports the attempt of one tribe, the Winnebago in Nebraska, to introduce a system of planning and problem‐solving adequate for dealing with the needs of the tribal community in a culturally appropriate manner.

This study was designed to contribute to the extant literature by discovering the perceptions of restaurant employees and managers toward equal opportunities in restaurant labor and working in a diversity-rich restaurant work environment.

A qualitative research approach was utilized. Through in-depth interviews, data were collected purposefully from restaurant workers in different positions (e.g. managers, servers, chefs and cooks) in the USA.

As a result of content analysis, different perspectives emerged on equal employment opportunity and diversity in restaurant labor. While some employees and managers believe that restaurant labor has equal employment opportunities, others think there is a lack of equal employment opportunity and partial equal employment opportunity in the industry. Most participants perceive working in a diversity-rich restaurant work environment as beneficial (an opportunity to learn about different cultures and an opportunity to learn different experiences and approaches).

To the best of our knowledge, this is the first paper to explore employees' and managers' perceptions of equal employment opportunity and diversity in the hospitality labor context, specifically restaurant labor. Therefore, the research findings will create value for scholars to understand the view on equal employment opportunity and diversity in restaurant labor. Further, it will assist practitioners in designing their labor structure regarding equal employment opportunity and diversity management for the future.

The past two decades have seen an increase in personal mobility; people are often transferred by their companies to divisions in other countries. As a result, interactions between members of different cultures are prevalent in organizations; such interactions can cause miscommunication and conflict unless people understand the meaning and assumptions underlying communicative behavior such as account‐giving. Unfortunately, there has been little conceptual or empirical work examining effective account‐giving and account evaluation in intercultural situations. In an attempt to fill this gap in the literature, this paper presents a literature review and develops a theoretical model of the relationships among culture, face concerns, account‐giving, and evaluation of accounts.

This paper is a case study of a five year leadership seminar at a mid-sized university. The paper will discuss the progress of this seminar in meeting the goals set by the university’s leadership model. Discussed in detail will be the model and theories used in and the implementation of the seminar. The successes of the seminar to this point are meeting the organizational objective for leadership, having continuous executive support and a very integrated seminar that includes both formal and action learning. Further steps include a survey or graduates to determine a successful return on investment and add a coaching program that will provide more one-to-one learning for the seminar graduates to develop their leadership abilities more.

Using the systematic search and coding procedures of a meta-synthesis, this paper reviews the extant literature on English language learners (ELLs) in the social studies classroom. The 15 studies making up the corpus adhere to both topical and methodological criteria. The Language-Content-Task (LCT) Framework informed the coding and analysis of the results. Discussion of the findings provides three primary implications: (1) the need for linguistically and culturally responsive instruction for ELLs in social studies classes, (2) the need for increased training for inservice and preservice social studies teachers in preparation for teaching ELLs, and (3) the need for future research among ELLs in the social studies context.

The purpose of this paper is to revisit the prevalent perceptions of leadership development, consider the constructs that affect leadership development in an organization, and propose a collective framework for leadership development.

Existing leadership development literature is appraised. The paper identifies the factors that determine leadership development and focuses on the context in which leadership is developed.

The paper implies that leadership development involves multiple and coordinated actions.

The paper provides guidelines for successful leadership development in practice.

The paper takes a holistic approach to leadership development and proposes a set of items for measuring leadership development.

The article examines the differences in the reception of international and Indigenous students to understand the challenges faced by the first students who identified as Indigenous, and to improve understanding of the 1950s, a pivotal decade in the development of university culture.

Drawing on archival sources and contemporary student magazines and newspapers, this article contrasts the attitudes towards international and Indigenous students at the University of Melbourne during the 1950s. It uses these populations to show that the idea of friendship specific to the populations of students and staff in the 20th century could both include and exclude groups within society.

The article shows that while students embraced the cultures of countries in Asia, and made friends with students who came to Australia to study, Indigenous students were less well received. This issue is explored in the context of the ongoing, earnest fundraising for scholarships for Indigenous students, and both the support and the backlash this engendered.

The article focuses on the University of Melbourne, which established the Aboriginal Scholarships committee, and where the first Indigenous student graduated, but more work is needed to understand parallels elsewhere.

The article has implications for understanding the way in which university communities embrace outsiders and adapt to foreign cultures. It also sheds light on intolerance, informing approaches to respond to these issues today.

The article reveals the many challenges faced by the first Indigenous students during the 1950s, the time when university education first became a priority. In this it helps to understand that the slow increase of numbers was not only caused by external factors but also originated within the academy.

This article makes a contribution to understanding the differences between the increasing acceptance in Australian universities of international students from Asia and the persistent resistance to accepting Indigenous Australian students.