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The purpose of this paper is to identify the domains of performance needed by leaders in aged and community care not-for-profit organisations.

Focus groups and individual interviews were conducted with senior managers employed by faith-based aged and community care not-for-profit organisations, academics in ageing and business fields and senior government employees from aged services departments and agencies in Australia. Results were content transcribed and analysed thematically in order to identify the major themes that emerged.

A total of 37 people participated in the study. The domains of performance identified by participants as required of leaders in aged and community care were: professionalism; collaboration and teamwork; judgement and decision making; communication; scholarship and teaching; management; advocacy; and leadership. The performance requirements that were identified for leaders in aged and community care not-for-profit organisations were broader than just leadership per se.

The findings of this study suggest that the aged and community care not-for-profit sector has specific requirements for the performance of its leaders. Leadership is one of a number of performance attributes desirable in leaders in this sector.

The aged and community care not-for-profit sector has distinctive needs and specific requirements of its leaders.

It is recommended that a broad range of performance attributes are taken into account by aged and community care not-for-profit organisations when recruiting and training staff in leadership positions.

This paper is Bob Dick’s latest conceptualisation of much of his extensive work (including his AREOL course: action research and evaluation online). His focus is on postgraduate programs. He discusses the choices that a postgraduate student faces in conducting action research: as a technician or craftsperson; primarily theory‐driven or data‐driven research; emphasis on action or research; choices in methodology; and choices in methods to involve people and to collect and analyse data. He also takes up other key issues including literature review, generalising and writing.

This is the second part of a practical paper showing how conflict resolution skills can be used by managers. Part I of this article appeared in Vol. 2 No. 3 which outlined the FIDO model. This emphasised the importance of working through the four key issues of Feelings, Information, Decisions and Outcomes. The ideas are developed further in this article.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

I have observed over the last decade that managers' perceptions of interpersonal conflict are changing. Ten years ago, there was a tendency either to deny that conflict was usual, or to complain that it was frequent, but should not be. When managers were asked what aspects of human behaviour they wished covered, the commonest requests at management development courses were for information on motivation or leadership.