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The purpose of this paper is to examine perceptions of police departments and instructors regarding academy‐based pre‐service firearm and deadly force training.

Surveys of department‐based instructors (n=175) and state and local police departments (n=116) in Washington State provided ratings and other data on pre‐service academy training and included department‐based training provided before and/or after attending the academy.

The paper found academy graduates' skills generally were rated as adequate. Ratings for tactics and decision making were lower, and many departments noted that these areas needed more attention. Some departments also provided extensive post‐academy training before allowing their new officers to work armed. Nevertheless, many departments used BLEA's handgun qualification course‐of‐fire for in‐service requalification and, in some cases, training.

The research setting was one state and the study focused on firearm and deadly force training.

The paper shows pre‐service firearm and deadly force training is crucial for officer and public safety at the outset of officers' employment. It also lays the foundation for department in‐service training. Because departments exercise considerable latitude over the content, techniques and instructional methods of their own programs, the nature and extent of academy training has implications for officers' skills and abilities in the long term, too.

This paper shows prior research has concentrated on the perceptions of academy graduates and the full spectrum job tasks associated with policing and/or taking their certification examinations. It provides detailed insights into a specific training job‐task area, as well as from important stakeholders such as departments and their instructors, not previously available.

American police trace their initial brush with handgun training to efforts taken by New York City in 1895. Developing proficiency did not become a widely held priority until beginning in the mid‐1920s when the reform era’s focus upon training understandably led them to desire being not just trained, but “qualified” with their handguns. Qualification is a military‐derived status introduced in large part by the National Rifle Association’s police firearms training programme between the two World Wars. Today, as then, formal qualification expectations imply that officers exceeding various minimum performance levels are competent to employ handguns during armed confrontations. An examination of police field marksmanship in armed confrontations ‐ within the context of firearms training developments, the nature of and role played by “qualification”, and the basis for threshold scores ‐ suggests otherwise.

This paper synthesizes the extant feedback literature, focusing on how feedback affects an auditor’s learning, performance, and motivation. Performance feedback is an important component in the auditing environment for ensuring quality control and for developing and coaching staff auditors. However, the literature on feedback in the audit environment is fragmented and limited making it difficult to assess its behavioral effects on auditors. This paper has three main objectives. The first is to review some of the influential research in psychology and management to identify key variables and issues that appear to be critical in the study of behavioral consequences of feedback in organizational settings. The second is to review performance feedback research specifically in auditing to identify the areas previously examined and synthesize the findings. The third is to suggest a variety of future research opportunities that may assist in developing an understanding and knowledge of the behavioral effects of feedback on auditors. The literature analysis has significant implications for audit research and practice. In particular, the analysis provides important insights into understanding who, how, and when performance feedback should be given to improve its effectiveness in the audit environment.

In recent decades, school discipline has become increasingly characterized by zero-tolerance policies that mandate predetermined punitive consequences for specific offenses. Zero-tolerance policies have not been shown to improve student behavioral outcomes or school climate. Further, these disciplinary policies are applied unevenly across schools and student populations. Despite the well-documented research base that demonstrates that these practices are ineffective, they remain commonplace in K-12 school across the United States. Transformative and culturally responsive educational leadership requires school leaders to examine the historical, societal, and institutional factors that contribute to the racial-discipline gap within their particular schools. This process requires committing to leading for racial justice, self-reflexive practice, and having the courage to boldly name and dismantle practices that do not create equitable outcomes for students on the margins. Drawing on tenets of Critical Race Theory and Culturally Responsive School Leadership to situate the history and proliferation of harmful disciplinary practices, this chapter discusses how critically reflexive school leaders can mobilize restorative practices to dismantle the systems, structures, and practices that reproduce inequities in schools. The chapter provides aspiring and practicing school leaders with the knowledge needed to reform existing school discipline policies and implement practices that support racial justice.

In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research on third-party reactions to unfairness, we suggest employees engage in customer-directed prosocial rule breaking when they believe their organizations’ policies treat customers unfairly. Additionally, we consider employee, customer, and situational characteristics that enhance or inhibit the relationship between employees’ perceptions of organizational policy unfairness and customer-directed prosocial rule breaking.

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

Global leadership is a vibrant and still emerging field of study. As scholarship grows in this area, the boundaries of the field become more defined. This has a direct impact on curriculum selection for courses and degree programs focused on global leadership. This article begins by exploring how emerging areas of study become recognized as disciplines and applies this knowledge to the global leadership discipline. We also look at doctoral-level degree programs in global leadership, comparing, and contrasting their offerings and approaches, and reflecting on global leadership doctoral education’s role in the ultimate crafting of the discipline. Finally, the curriculum strategies within the doctoral program in global leadership at Indiana Tech are discussed to illustrate the complex and multidisciplinary approach required to prepare global leadership scholars-practitioners.

The strategic management perspective suggests that organizations structure their governing boards to complement the strategic goals of the organization. In contrast, the institutionalization perspective holds that organizations structure their governing boards to respond to institutional pressures in their task environment. Regardless of which perspective is followed, three structural dimensions of governing boards are expected to be affected: size, diversity of composition, and medical staff representation. A study was conducted to relate the institutional requirements and strategies of acute care hospitals to the structural characteristics of their boards of directors. Results indicated that, after controlling for organizational size and membership in a multihospital system, the governing board structure of 109 acute care hospitals varied significantly both as a function of their overall business strategy and as a function of institutional linkages. However, the proportion of the total variance in board structure accounted for by strategy variables was approximately twice as much as that accounted for by institutional variables.