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The purpose of this interdisciplinary study is to identify the aspects that faculty, student affairs educators and students indicate as salient for effective mentoring relationships that enhance ethical leadership development.

This exploratory qualitative inquiry used the Relational-Ethical-Affective-Dialogic (READ) mentoring model as a framework to examine the experiences of 13 undergraduate mentees and faculty/staff mentors in a formal mentoring program. Each study participant engaged in one semi-structured interview. Researchers coded and analyzed data using the sort and sift, think and shift process identifying power quotes to guide the thematic analysis.

The data collected in this study revealed insights into the aspects of mentor relationships that both undergraduate mentees and their mentors perceived as contributing to students' ethical leadership development. Salient elements included: (1) relational features of the mentee-mentor dynamic including trust and reciprocity; (2) structural features of the mentoring program including its focus on ethics; and (3) mentoring approaches that were attentive to power and positionality within the mentoring relationship and involved professional judgment about self-disclosure.

This study adds to the literature by exploring effective mentoring for ethical leadership development across disciplines. With colleges and universities serving a vital role in preparing the next generation of leaders for ethical engagement in their democratic and professional roles after graduation, it is imperative to broaden our understanding of how faculty and staff can support students' ethical leadership development.

The current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change. The focus of the study is the development of a peer-to-peer approach, involving “Equity Leaders (ELs),” that was part of a larger, multi-level organization change initiative that addressed personal, interpersonal and structural considerations at a mid-sized public university in northeastern USA.

The authors used multiple methods to collect data for the current study, including observations and interviews. Over the course of four years, the authors attended more than 50 EL meetings. In these meetings, the authors took notes regarding ELs' discussions on workshop development and planning, debates on workshop substances and ELs' personal reflections on these workshops. Following the fourth year of the program, the first two authors invited all current ELs to participate in semi-structured, open-ended interviews about their experience.

The case study shows that through careful planning, peer change can play multiple roles in pushing organizational changes. By embracing their formal responsibilities and yielding their informal power, change agents are able to cause radiating impact across as organizations. Organizations can also capitalize on the fact that employees are more likely to be engaged in the change effort when it is promoted by peers. Finally, the support and resources from the organizational leaders is important because these inputs not only legitimize change agents' roles but they also signify the importance of the actions.

This study has limitations. First, the authors recognize that this was a qualitative study grounded in a single context. Although the study explored a novel context for understanding change agents—a deliberately planned initiative targeting social norms through addressing subtle biases like microaggressions—the authors recognize that additional examination would be necessary to understand how implementation may work in different contexts or organization types. Second, the authors also acknowledge that the authors’ positionality, as females studying a change initiative targeting gendered and intersectional microaggressions, may have shaped the role as researchers.

The findings underscore the notion that allies can serve as organized peer change agents to affect organizational culture. In alignment with the principles in the social ecological framework, the approach involved selecting change agents who are internal to the organization, have informal influence or power and can broaden the impact to other parts of the organization. Moreover, the results underscore the need for organizations to provide essential support and resources that can assist change agents to bridge organizational goals and individual actions.

Through a review of historically famous cases and a chronicle of neurotechnology development, this chapter discusses brain structure and brain function as two distinct yet interrelated paths to understand the relative contributions of anatomical and physiological mechanisms to the human brain–behavior relationship. From an organizational neuroscience perspective, the chapter describes over a dozen neuroimaging technologies that are classified under four groupings: morphologic, invasive metabolic, noninvasive metabolic, and electromagnetic. We then discuss neuroimaging variables that may be useful in social science investigations, and we underscore electroencephalography as a particularly useful modality for the study of individuals and groups in organizational settings. The chapter concludes by considering emerging science and novel brain technologies for the organizational researcher as we look to the future.

Pregnant employees experience considerable interpersonal discrimination. This study explores the range of possible reactions of observers to pregnancy self-disclosure, interpersonal discrimination and various allyship interventions, and the attentional processes that lead to those reactions. Consequently, it uncovers socio-cognitive processes underlying support for and backlash toward pregnancy in the workplace.

This study used a thought-listing technique to explore observers’ spontaneous thoughts related to pregnancy. Working adults were randomly assigned to read through one of the six scenarios depicting pregnancy self-disclosure, interpersonal discrimination and male allyship interventions (i.e. stating the organization’s anti-discrimination policy, confronting the transgressor by calling out sexism, pivoting the conversation to highlight the strengths of the pregnant employee and a hybrid intervention combining highlighting strengths and confrontation) after which participants listed the top three thoughts that came to their mind (1,668 responses). Responses were thematically analyzed to explore spontaneous reactions toward the pregnant employee, transgressor and ally in the scenario.

Surprisingly, across all scenarios, the most sexist thoughts emerged during pregnancy self-disclosure, even in the absence of any transgression. After a transgression occurred, any allyship intervention was better than none in eliciting lesser sexist backlash against the pregnant employee. Stating the organization’s anti-discrimination policy was most beneficial for the pregnant employee in eliciting the least sexist backlash but at the cost of generating unfavorable impressions of the ally. Calling out the transgressor’s bias elicited the most sexist backlash toward the pregnant employee, yet it created favorable impressions of the ally. In contrast, highlighting the strengths of the pregnant employee created the most favorable impression of the ally while eliciting a few sexist thoughts about the pregnant employee. Overall, the hybrid intervention was the most effective at balancing the competing goals of generating support for the pregnant employee, creating favorable impressions of the ally, as well as holding the transgressor accountable.

This study demonstrates that the type of allyship intervention critically redirects the attentional focus of observers to certain aspects of a discrimination episode and relevant schemas which can generate support or backlash toward targets, transgressors and allies, thereby advancing or obstructing equity and inclusion in organizations.

‘Collaboration’ and ‘team’ are terms commonly used in literature related to the provision of health care, including rehabilitation. However, the complexity of the phenomena represented by these terms is often overlooked. ‘Collaboration’ is rarely defined, and ‘teams’ are often presented as easily identifiable and stable entities. Simplistic use of these terms often results in different aspects of interprofessional practice being researched and discussed without reference to the ‘messiness’ (the ambiguities and complexities) surrounding professional practice. As a consequence, health professionals may have difficulties in understanding the relevance of such research to their particular situations. This paper explores the complexities of the phenomenon of collaboration and the concept of team, with the aim of highlighting the benefits of researchers embracing rather than simplifying these phenomena. The paper reports on emerging models in action, which is one part of a wider research project exploring collaboration within rehabilitation teams. The research approach was informed by hermeneutic phenomenology. Insights gained through this project led to the development of two models: the first conceptualising collaboration in relation to domains of process, product and players; the other model proposing the notion of collaborative arenas. The model of collaborative arenas recognises the blurred boundaries and interrelated team memberships that occur in rehabilitation teams. Both models informed ongoing data collection and analysis for this research project and have potential to inform conceptualisation of teams and collaboration for other researchers.

To describe the utility of three of the main cognitive neuroscientific techniques currently in use within the neuroscience community, and how they can be applied to the emerging field of neuromarket research.

A brief development of functional magnetic resonance imaging, magnetoencephalography and transcranial magnetic stimulation are described, as the core principles are behind their respective use. Examples of actual data from each of the brain imaging techniques are provided to assist the neuromarketer with subsequent data for interpretation. Finally, to ensure the neuromarketer has an understanding of the experience of neuroimaging, qualitative data from a questionnaire exploring attitudes about neuroimaging techniques are included which summarize participants' experiences of having a brain scan.

Cognitive neuroscientific techniques have great utility in market research and can provide more “honest” indicators of consumer preference where traditional methods such as focus groups can be unreliable. These techniques come with complementary strengths which allow the market researcher to converge onto a specific research question. In general, participants considered brain imaging techniques to be relatively safe. However, care is urged to ensure that participants are positioned correctly in the scanner as incorrect positioning is a stressful factor during an imaging procedure that can impact data quality.

This paper is an important and comprehensive resource to the market researcher who wishes to use cognitive neuroscientific techniques.

A differentiation between environmental scanning and other elements of marketing information systems is provided. The main environments (market, social, economic, technological, legal, etc) are overviewed with examples of the dynamic nature of marketing's environment being provided. The implications for marketing management of such changes are discussed, namely, that depending on the specific influence, marketing activities might be directly affected (new technology providing alternative methods of conducting the same activities, or legislation governing these) or, market behaviour might change due to changes in social structure, social attitudes or changed lifestyles resulting from technological and/or economic change, with the indirect implications of these for marketing response. Approaches to scanning and predicting implications for marketing are discussed.

Drawing on the literature from cognitive neuroscience and auditing research on professional skepticism (PS), this paper identifies new research questions, determinants, and theories that may resolve current problem areas in PS research. We identify the following PS research areas that neuroscientific perspectives can potentially improve: 1) theory, 2) trust, 3) trait and state skepticism, 4) deception/fraud detection, and 5) skeptical judgment and action. The paper concludes with a discussion of the critical question of whether integrating a neuroscientific perspective in PS research is worthwhile and provides further direction for future research.

There are very few individuals who have studied the question of weights and measures who do not most strongly favour the decimal system. The disadvantages of the weights and measures at present in use in the United Kingdom are indeed manifold. At the very commencement of life the schoolboy is expected to commit to memory the conglomerate mass of facts and figures which he usually refers to as “Tables,” and in this way the greater part of twelve months is absorbed. And when he has so learned them, what is the result? Immediately he leaves school he forgets the whole of them, unless he happens to enter a business‐house in which some of them are still in use; and it ought to be plain that the case would be very different were all our weights and measures divided or multiplied decimally. Instead of wasting twelve months, the pupil would almost be taught to understand the decimal system in two or three lessons, and so simple is the explanation that he would never be likely to forget it. There is perhaps no more interesting, ingenious and useful example of the decimal system than that in use in France. There the standard of length is the metre, the standard of capacity the cubic decimetre or the litre, while one cubic centimetre of distilled water weighs exactly one gramme, the standard of weight. Thus the measures of length, capacity and weight are most closely and usefully related. In the present English system there is absolutely no relationship between these weights and measures. Frequently a weight or measure bearing the same name has a different value for different bodies. Take, for instance, the stone; for dead meat its value is 8 pounds, for live meat 14 pounds; and other instances will occur to anyone who happens to remember his “Tables.” How much simpler for the business man to reckon in multiples of ten for everything than in the present confusing jumble. Mental arithmetic in matters of buying and selling would become much easier, undoubtedly more accurate, and the possibility of petty fraud be far more remote, because even the most dense could rapidly calculate by using the decimal system.