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Leadership behaviors of undergraduates (n=1103) were examined using the Student Leadership Practice Inventory (SLPI). The practice of leadership behaviors increased significantly from freshman to juniors and from juniors to seniors. However, each class was significantly less likely to practice the Challenge the Process behavior and significantly more likely to practice the Enable Others to Act behavior. Experience with different types of leadership roles were related to higher SLPI practice scores. Age, race, transfer status and taking a freshman experience seminar did not influence SLPI scores or the number of different types of leadership roles. Unexpectedly, women had significantly higher SLPI scores than men at each class level.

Merger and acquisitions (M&A) is a process of restructuring two or more companies into one, a process that occurs frequently in many companies. Previous studies on M&A mainly paid attention to the potential gains from a merger, while ignored the problem of how to select the partners to merge. This paper aims to select the best partner from different candidates for a given company to merge.

Each company's historical data are used to identify each company's own production technology. With resources change, each company's new operation is restricted by its own production technology. Then, a 0–1 integer programming is proposed to select the best partner for M&A.

The banking industry involving 27 China's commercial banks is given to verify the applicability of our proposed model. The study shows the best partner selection for each bank company.

On the theoretical side, the study uses each company's own historical data to construct its own production technology to compressively reflect the production change after M&A. On the practical side, the study uses the proposed model to help the 27 commercial banks in China to select their best merger partner.

Limited research exists that assesses the transfer of leadership learning from an undergraduate leadership program into alumni work environments. This study explored alumni’ valuation of an undergraduate leadership program by gaining an understanding of what leadership learning and leadership behaviors transferred into work environments. The participants were alumni that graduated from the same university in the southeastern United States, and while enrolled completed a four-year, co-curricular leadership program. Eight participant alumni engaged in semi-structured interviews as well as completed the Leadership Practices Inventory. The findings indicated that specific leadership learning did effectively transfer to work environments, and program alumni were frequently engaged in the Five Practices of Exemplary Leadership at work to some degree. When developing leadership programs, practitioners may consider incorporating similar programmatic attributes and leadership learning deemed valuable by program alumni.