Four academic deans investigated when and how they used interpersonal/negotiating skills to function effectively in their positions. For two full weeks, the deans coded their on-the-job interactions during scheduled meetings, informal meetings, spontaneous encounters/meetings, telephone calls, and select email. Analyses revealed that the…

Leadership is a multifaceted construct. It requires mentoring as a lifelong experience. Leadership is not an isolated phenomenon, but an activity completely interrelated with those one leads. It can never be separated from its essential community or organizational context. This makes the experience of mentoring all the more critical. Adding yet to…

A study investigated the degree of association between supervisor and subordinate perceptions of the supervisor's leadership style, use of power, and conflict management style. Subjects were 87 supervisors and 432 subordinates from five service-oriented, publicly supported organizations. The supervisors completed measures of leadership style, use…

The questions of the value of structure in groups and the value of experience in group leadership merge when the two areas of conflict are considered together. The present study was concerned with effects of an interpersonal growth contract and of leader experience on encounter group process and outcome. (Author)