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Teams must evaluate carefully the promises of consultants. This article seeks to provide clear criteria to guide teams in the purchasing of consulting services. Danger signs are provided to help team leaders recognize when they are being manipulated.

The buying process for management consulting services is outlined. Potential pitfalls of dealing with consultants are discussed and recommendations are given for team leaders to follow.

Team leaders can make more objective decisions in evaluating consulting services if they remain objective in evaluating the proposed program and refuse to allow their emotions to be manipulated.

The article is a useful tool for team leaders who wish to avoid buying programs that are expensive, unnecessary and perhaps even harmful to their organizations.

This study aims to compare the experiences of workers who perceive themselves as both targets and aggressors (aggressor‐targets) with the experiences of other workers.

The paper reports on the results of a cross‐sectional self‐report questionnaire‐based study (n=180).

Aggressor‐targets reported performing more aggressive behaviors than did pure bullies. They also engaged in multiple types of coping strategies, but did so ineffectively as evidenced by their high levels of negative health outcomes.

It is possible that aggressor‐targets employed many coping behaviors as a means of dealing with their situation, but they had some difficulty doing so without assistance. Consequently, aggressor‐targets may be open to intervention efforts. Since this group constitutes the largest percentage of bullies and was responsible for most of the reported bullying acts, examining their experiences may help organizations reduce the overall incidence of bullying.

This exploratory study contributes to the small number of studies that have examined the situation of bullying targets who have also engaged in aggression in the workplace.

This study seeks to examine the extent to which the use of career center services results in the significant incremental prediction of career outcomes beyond its established predictors.

The authors survey the clients of a public agency's career center and use hierarchical multiple regressions in order to examine the extent to which it achieved its goals.

Career center usage predicted career resilience and action as well as perceived management commitment to employee development beyond established predictors for these variables. Employees' belief that they were personally responsible for their careers was the prime predictor of career center usage.

The primary limitations of this research are the cross‐sectional research design, the self‐selected sample, and the single source of survey data.

Making a career center available to employees can help them adjust to the new protean career model and an environment of considerable downsizing. Using the career center leads to positive results with respect to the perceptions of management.

Although the cultural barrier to career center usage is likely to be resolvable only over time, supervisors could be encouraged to offer more support and coaching to employees. Also, employees' jobs can be developed by increasing the extent to which supervisors provide feedback to employees, allow employees to work autonomously, and require the use of multiple skills.

Jacqueline Bouvier Kennedy and Michelle Robinson Obama are two First Ladies of the United States whose racial-ethnic, personal, and family characteristics made them the objects of inordinate public fascination. Using Patricia Hill Collins's concept, the “outsider within,” this chapter explores Kennedy and Obama's emergence as cultural icons and their marginal relationship with the white Protestant American governing class. As wives of presidents and specific to her generation, each woman brought superior professional credentials to their public roles. As cultural icons who differ from the white racial frame, they are subjected to excessive media scrutiny, evaluation, and supervision. Both women exercise cultural agency from their positions as cultural icons, particularly utilizing ceremonial activities and the power of the White House to oppose cultural erasure and exclusion of minority groups and to provide models of social inclusion. Analysis of their roles highlights the continuing importance of wives to the acquisition and maintenance of power and to the role of elites in offering models of social justice.

There is currently no case study for how clean language interviewing (CLI) might be useful for journalists. This chapter addresses that gap by discussing the value of CLI in journalistic interviews within the scope of a profile story interview. A profile story is akin to a mini biography, usually of a public figure or an interesting personality. This chapter was written drawing on my experience as an award-winning journalist in Malaysia for 20 years.

The chapter first examines the experience of CLI for both the interviewee and the interviewer. It then considers how the experience is similar to or different from other ‘standard’ media interviews both have been involved in. The chapter concludes that CLI is a method of interviewing that exceeds the criteria for what constitutes a good journalistic interview, within the context of a profile interview.

Each member of the Journal’s Editorial Advisory Board reviews the state of empowerment in today’s organizations.

The purpose of this paper is to describe a methodology to measure the circulation area required by a manual or powered wheelchair within a toilet stall and present the range of possible results that can be collected when used in an experimental bathroom setup.

A bathroom environment containing a toilet, grab bars and two transparent acrylic panels suspended on rails to simulate walls was built. Three setups were experimented: 1,500 mm from the walls, 1,500 mm diagonally from the toilet and 1,700 mm from the walls. For each of the participants, markers were placed on the back and on the rear of the wheelchair and one on the toes of the participants. The Vicon® optical motion capture system was used to register the markers’ position in the 3D space.

The methodology proved to be relatively easy to install, efficient and easy to interpret in terms of results. It provides specific points from which it is possible to measure the trajectories of markers and calculate the polygonal projection of the area covered by each participant. The results showed that manual and powered wheelchair users required, respectively, 100 and 300 mm more than the minimum 1,500 mm wall-to-wall area to complete a rotation task in front of the toilet.

These results showed that the 1,500 mm gyration area proposed in the Canadian Code of Construction is not sufficient for manual and powered wheelchair users to circulate easily in toilet stalls. The methodology can provide evidence to support the improvement of construction norms in terms of accessible circulation areas.

This introduction aims to highlight the special contributions made by the articles in this issue in understanding how emotions are implicated in the process of managing.

Presents a model as a means of framing the discussion of the articles included in this issue.

Argues that emotions and emotional skills are essential for everyday managerial work and that the traditional stereotype of the exclusively rational manager has been replaced by one in which managers are expected to create and nourish positive relationships by effectively managing their own emotions and those of their employees.

Managers need to be aware of the impact that their expressed emotions have on their work units' emotional climate, their employees' emotions, their effectiveness as well as that of their employees, and the organization's overall success.

The paper offers insight into the emotions of managing.