Syllabus for reading, writing, and criticism B : syllabus for the second year of a three-year course given in the first, second, and third years of the four-year curriculum in the College The University of Chicago. /

Mimeographed.

Safety in the air : a curriculum about flight and air traffic control designed for middle school students.

Mode of access: Internet.

Curriculum inventory and enrollment analysis in the public community colleges of Illinois, 1973-74.

Cover title.

Not in the curriculum; a book of friendly counsel to students,

"The first draft ... was made by ... [Ora F. Gardner] who after leaving college went to work in a foreign land. He sent the manuscript home to his friend [Frank L. Janeway] who has edited it, and has added chapters XVI-XIX, and some of the longer paragraphs in other chapters (in all about one-third of the book)"--Introd.

The curriculum and text-books of English schools in the first half of the seventeenth century. Enlarged from a paper read before the Bibliographical Society, February 1, 1902.

"Reprinted by Blades, East & Blades, from the Society's Transactions."--t.p.

Jesus the worker, studies in the ethical leadership of the Son of Man,

Mode of access: Internet.

The atom in the South: story of leadership and achievement; report to Southern Governors' Conference, Hollywood-by-the-Sea, Florida, October 4, 1962.

Mode of access: Internet.

Cross-cultural perceptions in the leadership process: Theoretical perspective on the influence of culture on self-concepts and manager worker attributions

This article examines the influence of culture on the way managers and workers perceive causes of success and failure in organizational tasks. The author argues that selfserving and actor-observer biases, as well as other attribution errors, will be moderated by culture. Specifically, managers and workers with a sociocentric self-concept from high-context cultures may be biased toward external attributions, while managers from low-context cultures with an idiocentric self-concept have a tendency to make more internal attributions. These variations in attributions have consequences that affect both managers and workers. Theoretical propositions and implications for international management practices are discussed. © 2005 Wiley Periodicals, Inc.

Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership

Two studies compared leader-member exchange (LMX) theory and the social identity theory of leadership. Study 1 surveyed 439 employees of organizations in Wales, measuring Work group salience, leader-member relations, and perceived leadership effectiveness. Study 2 surveyed 128 members of organizations in India, measuring identification not salience and also individualism/collectivism. Both studies provided good support for social identity predictions. Depersonalized leader-member relations were associated with greater leadership effectiveness among high- than low-salient groups (Study 1) and among high than low identifiers (Study 2). Personalized leadership effectiveness was less affected by salience (Study 1) and unaffected by identification (Study 2). Low-salience groups preferred personalized leadership more than did high-salience groups (Study 1). Low identifiers showed no preference but high identifiers preferred depersonalized leadership (Study 2). In Study 2, collectivists did not Prefer depersonalized as opposed to personalized leadership, whereas individualists did, probably because collectivists focus more on the relational self.

The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification

In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness-connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema. (c) 2005 Elsevier Inc. All rights reserved.