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The purpose of this study was to measure the relationship between followers’ perceptions of the servant leadership of their immediate supervisor and followers’ sense of empowerment in the context of small businesses. A quantitative survey was completed by 116 employees of small businesses, including measures of supervisors’ servant leadership behaviors and followers’ self- perceived empowerment. Followers’ perceptions of being empowered were found to correlate positively with their ratings of the servant leadership behaviors of immediate supervisors. The findings support the researchers’ assertions that followers’ perceptions of being empowered will increase as supervisors’ servant leadership behaviors increase.

The power of servant leadership lies in the leader’s ability to unleash the potential and thus the power in those around them. Greenleaf (1977) ascribed greatness to the leader’s attention to followers, “When it is genuine, the interest in and affection for one’s followers that a leader has is a mark of true greatness” (p. 34). In the foreword to the Anniversary edition of Greenleaf’s Servant Leadership, Covey (2002) related empowerment to servant leadership. He acclaimed the importance of empowerment to the sustainable success of organizations in the 21st century. Organizations structured to support and encourage the empowerment of their employees will thrive as market leaders (Covey, 2002). While other leadership styles have been found to empower followers, it is agreed across current literature, that the focus on developing and empowering the follower as their primary concern is specific to servant leaders (Greenleaf, 1977; Parolini, Patterson, & Winston, 2009; Parris & Peachey, 2012; Stone, Russell, & Patterson, 2004; van Dierendonck, 2011).

The context chosen for the study was small business because of the crucial role it plays regarding job growth in the United States (Howard, 2006) and in “enriching the lives of men and women of the whole world” (Kayemuddin, 2012, p. 27). Servant leadership enables small business leaders to fully discover, develop, and employ follower potential through empowering behaviors.

This study sought to contribute to the empirical research of servant leadership by measuring the relationship between supervisors’ servant leadership behaviors and followers’ perceptions of empowerment within the context of small business.

One of the critical factors that separate great organizations from good organizations is leadership (Collins, 2001). To support this statement, find a school that consistently has high performance, regardless of the students’ socio-economic background, and there will be present a talented, highly effective leader. Effective school leadership is a major, if not the major, key to our overcoming the morass of failure in our schools. School leadership, especially in independent charter or autonomous schools, is complicated by the fact that schools are irrational organizations (Patterson, Purkey, & Parker, 1986) that require legislative (relational) rather than executive (direction from the top) leadership (Collins, 2001). For many years, the author has been examining school leadership through his experiences: as a leader, reading, studying leaders, and producing tools to select talented people to lead schools. It has become apparent to the author that the key to successful leaders is not found in personality or style but originates in something much deeper – the leader’s core values or mental models (Covey, 1990; Senge, P. (1990). The Fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday) and how these translate into transformative leadership beliefs and behaviors or attributes. In this chapter, the author will share some of the attributes he and others have found to set great school leaders apart. The rationale for, and implementation of the structured interview in a charter school setting are described. Challenges and outcomes of the implementation of the structured interview are detailed as well.

Birding, the active seeking out and identification of birds, is a wide‐spread and fast growing avocation on this continent, and indeed throughout the world. Jon Rickert's A Guide to North American Bird Clubs lists 17 national/continental organizations for both professional ornithologists and amateur birders and 844 state, provincial, and local associations. In addition, there are those legions of “unorganized” bird watchers and occasional, inquisitive discoverers of backyard birds. Members of this diverse congregation of birders have at least one thing in common — the need for a reliable identification tool enabling them to correctly label the just‐seen, unfamiliar bird. A field guide is just such a tool.

The purpose of this paper is to critically explore the interactions of key stakeholders and their impact upon corporate social responsibility (CSR) practices in the Zambian copper mining sector. In particular, the authors examine the power dynamics that emerge in the stakeholder interactions.

The authors analyse the stakeholder interactions based on the varying degrees of stakeholder salience and critical collaboration potential, and draw on rich evidence from 43 interviews with multiple stakeholders involved in CSR in the Zambia mining sector.

This paper finds stark power asymmetries in the relationship between the state, the civil society and mining companies which are exacerbated by a number of factors, including divisions within these key stakeholders themselves. Apart from power imbalances within and between stakeholders, the potential for critical collaboration at the local level is further challenged by the lack of commonly accepted social and environmental frameworks, transparency and accountability of the leadership of stakeholder groups. However, despite these power asymmetries some limited agency is possible, as civil society in particular co-opts previously dormant stakeholders to increase its own salience and, more importantly, that of the state.

This paper contributes to the literature on the key stakeholders’ interactions shaping CSR in developing countries by exploring these issues in a critical industry, the Zambian copper mining sector, on which the state economy is so heavily dependent.

Discusses the implementation of CAT ME Plus software designed to increase cataloguing efficiency. Describes the previous cataloguing system, the changes brought about by the new system, the problems with CAT ME Plus installation, and the advantage of the new program. Concludes that CAT ME Plus has the benefits of avoiding double keying, unnecessary discussion, and reducing the amount of time spent on data entry.

Characteristics of leaders whose behaviour is visceral include taking action based on instinct rather than intellect and exhibiting coarse, base and often negative emotions. Despite the challenge of precisely defining the nature of visceral behaviour, the purpose of this paper is to provide insight into this less attractive side of boardroom life.

Following a literature review of the research into the negative behaviour leaders exhibit, the paper highlights four forms of visceral behaviour based on focused and intimate qualitative case studies involving the experiences of those on the receiving end of that behaviour within a boardroom context.

Based on interviews with an international sample of five chief executive officers (CEOs), plus three subordinates with substantial profit and loss responsibility, the study reveals a distinctly human experience from which no one is exempt. The idiosyncratic nature of the visceral behaviour experienced resulted in each study participant's unique experience. The authors conclude that leaders need to adopt specific measures in order to control and reduce the darker human tendencies.

The experiences of study participants are presented in four case studies, providing insight into their experiences whilst also protecting their identity. The study participants were drawn from a sample of companies operating globally within a single sector of the manufacturing industry. The concepts the authors present require validating in other organisations with different demographic profiles.

The paper presents a model based on two dimensions – choice and level of mastery – that provides the reader with insight into the forms of visceral behaviour to which leaders succumb. Insight enables us to offer managers strategic suggestions to guard against visceral behaviour and assist them in mitigating its worst aspects, in both those with whom they work and themselves.

In the fast pace of the 21^st century there is a demand for effective leaders capable of handling the internal and external changes occurring in our organizations. This paper seeks to inform the reader because change is natural; it is constant; it is inevitable. But, what constitutes effective leadership is the question? The main purpose of this paper is to offer 10 recommendations toward effective leadership that are outcomes of an eclectic leadership approach – Facilitative Social Change Leadership Theory (FSCL). The FSCL approach is a melding of Social Change Theory, Social Change Leadership Theory, and Transformational Leadership Theory as well as the work of Tichy and DeVanna.