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Describes The Northampton Environmental Legacy Program, which links studies of the historic culture of Eastern Shore life with an awareness and understanding for the importance of environmental quality in this region. Over the six years’ duration of this pilot program, instructors have found that when this unique environmental/cultural instruction process is superimposed on an interdisciplinary blend of traditional high school teaching (math, science, language, literature, history, etc.), the students’ learning experiences are put into a context much more aligned to their life experiences. Program results have been significant. Because of the success of this program, a strong message is being sent to institutions of higher education. In preparation of future teachers, college/university curricula will need to offer an opportunity for developing exceptional skills in interdisciplinary teaching, so that new teachers can move seamlessly into high school programs already developed along the lines of the sustainable education model described here, and equally important will be the training of future teachers who can develop these new programs of education in sustainability at the high school level, where they do not yet exist.

This chapter proposes a conceptualization of joyful leadership as a unique leadership style and identifies a future research agenda to further explore the concept. While the concept of joyful leadership appears repeatedly in the nonacademic literature, including in blogs, vlogs, and podcasts, there is limited reference to joyful leadership in the academic literature highlighting a lack of academic rigor around the concept. Joyful leadership is proposed as a unique leadership style with specific patterns of behavior demonstrated by the leader. This research draws on understandings of emotion, positive affect, and leadership in the academic literature to develop a conceptualization of joyful leadership.

The proposed conceptualization is based on an extensive literature review drawing from both the leadership field and the study of emotions including various theoretical perspectives from these diverse fields.

Based on discrete emotion theory a conceptualization of joyful leadership as a unique leadership style is presented, identifying key patterns of behavior associated with joyful leadership including discrete autonomic patterns, actions, nonverbal signals, and identified feelings.

This research outlines a conceptual model to provide an understanding of the concept of joyful leadership as a unique leadership style. It draws on the current study of emotion, positive affect, and leadership and more specifically examines the concept of joyful leadership aligned to discrete emotion theory. This particular theory of emotion, when examined in relation to leadership, provides a basis for the concept of joyful leadership as a leadership style and the basis for its proposed characteristics and outcomes.

An unspoken issue of increasing priority in architectural education is the under developed differentiation between architecture and technology. Almost all of the qualifications whereby an architect is prepared for and is permitted to practice professionally are technological parameters. But architecture is not technology. Architecture is, however, both protected by and obscured thru technology being in the forefront that means it is both of benefit and a hindrance.

Architecture being undifferentiated from technology and named in terms of technology thus allows the issue to stay safely within the pragmatic assertion of professionalism that is set up during an education mainly controlled by the profession. Within that is a nascent architectural impulse that resides largely unspoken but which is nonetheless evolved and evolving and shared. The unrevealed architecture generates an aura of the mysterious and the radical which that contributes a greatly to the intensity of mundane and well known work.

This paper examines how architectural technology obviates a space of differentiation within architecture, which may be examined phenomenologically in terms of the essence of humanity, whereby architecture has an original ontological correlation with human aspiration. This will be supported with the well known — for brevity — theoretical and practical examples around the work of Heidegger, Louis I. Kahn. Along with phenomenology, we will introduce philosophies of spiritual practice collectively called rajayoga. The latter is a millennia long experiment with well documented research into human aspiration. The paper concludes with examples of architecture presencing this space of differentiation and suggests the implications on the profession of an education that scan develop the super-ordinate program that is architectural practice.

Recently all major stock exchanges issued a requirement that listed companies have 100 percent independence on audit committees of the board of directors but now the focus has turned to compensation committees. Does 100 percent independence on compensation committees make a difference in firm performance? The paper aims to discuss these issues.

Only 1 percent of the S & P 1,500 firms are not in compliance with the new 100 percent independence requirement for compensation committees. This presents an opportunity to examine characteristics of these firms and if this noncompliance may harm firm performance. Industry-adjusted ROA and Tobin’s Q measures are collected as well as firm size, debt ratios, and the presence of a classified board.

Findings are as follows: S & P 500 firms with lower levels of debt, have classified board, but do not perform significantly worse than firms in compliance in the same industry; mid-cap firms with debt levels similar to complying firms, have classified boards, and perform significantly worse, and lastly, small-cap firms with lower levels of debt, have classified boards, and perform significantly worse.

Results imply that non-complying mid-cap and small-cap firms may be protecting under-performing management through maintaining classified boards, low levels of debt to avoid scrutiny of the debt markets, and less objectivity (i.e. overall and committee independence) on boards.

Existing corporate governance literature provides evidence that overall board independence may promote shareholder wealth maximization. The latest focus regarding independence has recently been on compensation committees. Should independence on compensation committees matter to shareholders? It is appears that noncompliance should matter in the case of small- and mid-cap firms.

We have become accustomed to thinking of the United States of America as a big country where it is normal to find things being done in a big way. We have supposed that their methods of control over the sale of foods and drugs fitted into this generalization, and that our own ways in this country were perhaps a little antiquated, and suffered somewhat from their being tied up too closely with local administration, as compared with the more centralized transatlantic organization. The writer is not competent to make comparisons of this kind and, indeed, they would serve no very useful purpose; our thoughts were directed on these lines, however, through reading the 1955 Annual Report of the U.S. Department of Health, Education and Welfare, and in particular the section of the Report concerned with the Food and Drug Administration.

The purpose of this paper is to review and extend leader‐member‐exchange theory (LMX). It also describes the new “Leadership‐Motivated Excellence Theory” (LMX‐T), and its implications for managing members of new generations.

This is a conceptual paper and does not employ research methods.

Recent findings included in this review and extension of LMX theory suggest that members of the millennial generation (born 1978‐1996) are having difficulties in finding a common ground with their chosen career organization after college. The new LMX‐T suggests that forming unique strategic alliances with team members may increase the inclusion of these generational members, and help them tackle common organizational problems.

The review of the new Leadership‐Motivated Excellence Theory suggests that managers may want to redesign their managerial leadership climate to make it more “millennial friendly”.

This review provides a unique perspective on the employee development needed for new generations of employees.

IF the plane of symmetry of the wheel is the same in both its landing and retracted positions, retraction is achieved by simple rotation about an axis which is perpendicular to the plane of the wheel.