Consists of two articles focusing on (1) a modern behavioral model that takes cues from Hippocrates' Four Temperaments and (2) use of a behavioral approach to improve the effectiveness of meetings. Lists positive and negative behaviors within the meeting context. (CH)

The author explores the theory of changing basic thought processes in order to improve personal performance on the job. This entails helping people identify their existing thoughts and replacing the ones that won't support performance goals with those that will. (CT)

Study indicates democratic leadership style produces highest productivity; data is tabulated. (Editor/SP)

Despite the fact that the theory is good, the personnel officer must accept the disappointment that not all employees are yet able to accept its blessings and that not all managers are yet able to dispense it. (Author/EK)

The article views power as a potential tool for human resource development (HRD) practitioners and focuses on personal power (the ability to influence others) rather than on role power (the right to influence others). Manipulation is discussed as a way to exercise personal power. (Author/BP)

An integration of the concepts of situational leadership with what is known about group development and functioning of work groups is discussed as a tool in helping managers, trainers, and group members understand group development and determine the appropriate leader behaviors to use in various situations to build unified, cohesive, and…

Article describes how a group of individuals changed their behavioral style while attending U.S. Army Engineering Officer Candidate School. (Author/JB)

Closed Circuit Television (CCTV) when applied to an instructional training system, can be used to upgrade industrial trainers on good classroom behavior. (Author)

Author describes 6 behavioral modes which constitute a transferable behavioral perspective from T Group Experiences. (Editor/MB)

Authors reexamine assumptions formulated in the early years of their Managerial Grid and test them against what is known today. Focus is on managerial motivations and industrial leadership. Includes a table which categorizes varied multi-disciplinary approaches to leadership using the Grid framework. (EM)

Describes the PROBE Model which profiles worker behavior and reveals problems to be overcome. Discusses the six facets of behavior and the two categories of behavior and how they all work together. (CT)