One person in the battlefield is not a warrior: Self-construal, perceived ability to make a difference, and socially responsible behavior

We suggest that cultivating an individual's connectedness to others promotes sociallyresponsible behavior both directly and indirectly through increased perceived abilityto make a difference. Individuals whose interdependent self is more prominent feel theyhave more of an impact on larger scale societal outcomes and, therefore, engage more insocially responsible behaviors than do individuals whose independent self is moreprominent. We test these hypotheses in two experiments in which participants makefinancial contributions or exert an effort for a social cause. In a survey, we find thatperceived effectiveness mediates the effect of self-construal on socially responsibleconsumption.

Are self-regarding subjects more rational?

Through an experiment, we investigate how the level of rationality relatesto concerns for equality and efficiency. Subjects perform dictator games anda guessing game. More rational subjects are not more frequently of the selfregardingtype. When performing a comparison within the same degree of rationality,self-regarding subjects show more strategic sophistication than othersubjects.

Improving Transition Outcomes: CASE (Career And Self Exploration): Replication Template

Replication Template for Improving Transition Outcomes CASE (Career And Self Exploration) Prototype. This concise document explains how your team can implement CASE and the corresponding entrepreneurship component.

Improving Transition Outcomes: Youth Leadership Forum Alumni Survey

Results from a survey conducted in cooperation with Iowa's Youth Leadership Forum.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Training Brochure

Promotional brochure for CASE (Career And Self Awareness) curriculum trainings.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Community Team Award

Promotional article recognizing an award presented to the CASE (Career And Self Awareness) team.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Conference Presentation

Promotional article recognizing a CASE (Career And Self Awareness) conference presentation.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Iowa Association of Community Providers Award

Promotional article recognizing an award presented to the CASE (Career And Self Awareness) team.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Success Stories

Success Stories from the CASE (Career And Self Awareness) prototype.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: General Information

General information on the CASE (Career And Self Awareness) prototype.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Contact Information

Contact information for the CASE (Career And Self Awareness) prototype.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Basic Points

Basic Points about the CASE (Career And Self Awareness) prototype.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Conference Demonstration

Promotional article recognizing a CASE (Career And Self Awareness) conference demonstration.

Leadership in cardiac surgery.

Despite the efficacy of cardiac surgery, less invasive interventions with more uncertain long-term outcomes are increasingly challenging surgery as first-line treatment for several congenital, degenerative and ischemic cardiac diseases. The specialty must evolve if it is to ensure its future relevance. More importantly, it must evolve to ensure that future patients have access to treatments with proven long-term effectiveness. This cannot be achieved without dynamic leadership; however, our contention is that this is not enough. The demands of a modern surgical career and the importance of the task at hand are such that the serendipitous emergence of traditional charismatic leadership cannot be relied upon to deliver necessary change. We advocate systematic analysis and strategic leadership at a local, national and international level in four key areas: Clinical Care, Research, Education and Training, and Stakeholder Engagement. While we anticipate that exceptional individuals will continue to shape the future of our specialty, the creation of robust structures to deliver collective leadership in these key areas is of paramount importance.