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The purpose of this paper is to explore how the competing values framework (CVF) could be used by public service leaders to analyze and better understand public sector leadership challenges, thereby improving their ability in leading across borders and generations.

This paper applies the CVF, originally developed for understanding leadership in the private sector and shows how it can be adapted for analyzing and developing skill in addressing different leadership challenges in public sector contexts, including setting out specific learning exercises.

The paper has four parts. The first provides an overview of the origins, logic, and evolution of the CVF. The second part shows how the CVF is relevant and useful for assessing management and leadership values in the public sector. The third part identifies specific leadership challenges and learning exercises for public sector leaders at different stages of development. The final part concludes by reflecting on the CVF and similar frameworks, and where future research might go.

Because of the chosen research approach, propositions within the paper should be tentatively applied.

This paper provides guidance for the better understanding of complex leadership challenges within the public sector through the use of the CVF.

The social implications of the paper could include the more widespread use of the CVF within the public sector as a tool to lead more effectively.

This paper adapts and extends an analytical tool that has been of high value in the private sector so that it can be used in the public sector.

This paper explores some of the gaps and contradictions that can often be found in public sector leader development approaches and then examines some of the theoretical assumptions related to these gaps and contradictions. The purpose of this examination is to further identify and define some corresponding gaps within public sector leadership development theory, as well as to encourage future theory development.

Using three common examples of contradictions often found within the leadership literature, gaps within public sector leadership development theory are identified and then linked to relevant components of leader development models found within other disciplines. As they were developed in other contexts, these components were then further reviewed to determine their potential applicability in speaking to the gaps often found in public sector leader development theory.

Proposals are made to address some of the common gaps and contradictions often identified in some public sector leader development approaches, along with the detailing of future research directions for the further development of theory.

This exploratory review highlights some of the central assumptions and gaps in the literature for the purpose of clarifying future directions of research into public sector leadership development theory.

This study investigates the complex interaction between properties of some emergent crises and the expertise of particular public sector leaders, who themselves are embedded in particular institutional processes that further constrain identification of these emergent crises. It is suggested that discrepancy in the ability of leaders to detect crises is due not only to their own proficiency in some cognitive skills, but also to their interaction with, and differences in, particular properties of some emergent crises, which render some emergent crises more detectable than others in some institutional environments.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

Emotionally intelligent leadership (EIL) theory combines relevant models, theories, and research in the areas of emotional intelligence (EI) and leadership. With an intentional focus on context, self and others, emotionally intelligent leaders facilitate the attainment of desired outcomes. The 21 capacities described by the theory equip individuals with the knowledge, skills, abilities, and other characteristics to achieve desired results. The purpose of this article is to propose an integrative, process-oriented EIL theory to provide a framework for conceptualizing and integrating future research and practice. The authors review and organize research and theory in emotional intelligence and leadership within the context of higher education, introduce the EIL model, and provide suggestions for future research. The article concludes with practical implications for leadership development in the context of higher education.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories: