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This issue is a selected bibliography covering the subject of leadership.

LGBT educators have historically experienced various challenges in their schools, while school leaders have needed to balance the rights and needs of LGBT educators with sometimes unwelcoming community norms. The three iterations of this study that spanned across a decade aimed to gain an understanding of the ongoing climate for LGBT educators so that administrators utilize best practices related to policy enactment, advocacy, and enforcement – and in this chapter, relating specifically to creating an LGBT-inclusive climate in schools. Overall, the school climate for many LGBT educators continues to vary. In some respects, it has not changed dramatically from 2007 to 2017. Many participants over the three studies easily described positive and negative consequences of being out. Additionally, LGBT educators working with younger students consistently feel most unsafe being out to students to any degree, and they are experiencing an intense dichotomy of more policy and administrative support with more vehement opposition to being out as teachers. While there are still places for principals and other administrators to demonstrate stronger support for LGBT educators, these results show that their level of support is moving in the right direction.

The United Kingdom Ministry of Justice recently highlighted the extent of buprenorphine (Subutex) misuse in English andWelsh prisons, naming it the third most misused drug overall. Yet little is known regarding how illicit buprenorphine is obtained in prison and what influences prisoners to use it. Qualitative research was used to explore prison drug using practices. Thirty men who were former prisoners with a history of injecting drug use were interviewed in depth about their illicit prison drug use, including buprenorphine. Interviews were conducted over 18 months, from August 2006 to January 2008 and were analysed using Framework. The misuse of Subutex by snorting emerged as a significant theme. Accounts suggested that the diversion of prison prescribed Subutex was widespread and prisoners used various tactics to obtain the medication. Various complex and interlinked reasons were given to explain why Subutex was snorted in prison. The main motivation for snorting was to experience a prolonged euphoric opiate effect, believed to help to combat the boredom of being in prison. The price of illicit Subutex in prison was linked to its availability, but it was generally cheaper than heroin, thus contributing to its use. Participants’narratives identified the belief that snorting Subutex in prison was not risk free, but risks were lower than continuing to use other drugs, particularly injecting illicit opiates. The implications of prison Subutex misuse for prisoners, prison medical services, commissioners, and prescribing policy and practice are discussed.

The essential message set forth here is that if we are to truly understand leadership processes, they need to be couched in the form of the organizational system within which they occur These organizational systems are understood to include the hierarchic (managerial), professional (specialized), task (entrepreneurial), and group (team). Research results reported in this chapter support the tie between leadership and organizational form, and a role motivation theory of leadership is proposed. Implications are drawn for charismatic/transformational theorizing and future research. On a number of grounds, it appears that these theories need to be tested in a much broader set of organizational types than has been the case to date.

Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the context of talent management has significantly limited the ability of organizations to meet their talent needs. In this chapter, we begin by defining the concept of potential, calling attention to the need to separate it from performance. We also address the need to specify the target for judgments of potential (e.g., management level, specific roles), along with the identification of constructs to measure. The chapter highlights two contextual variables – gender and culture, including translations of language that describe relevant constructs – that may impact judgments of potential. This chapter concludes by summarizing what we know and by identifying a variety of future directions for research on the important construct of potential.