<p> Recent correlation studies in leadership literature have shown that organizational as well as individual outcomes often can be explained by examining leader behaviors and associating those behaviors with those outcomes (Barbuto &amp; Wheeler, 2006; Dannhauser &amp; Boshoff, 2006; Cerit, 2010; Drury, 2004; Hayden, 2011; Laub, 1999; Liden, Wayne, Zhao &amp; Henderson, 2008; Rauch, 2007; Scuderi, 2010; Washington, 2007). Drury (2004) documented that servant leadership can be measured in an organization, and noted a statistically significant relationship between the perception of servant leadership and job satisfaction as well as a statistically significant but inverse relationship between perceptions of supervisors' servant leadership and organizational commitment among employees in an academic environment. The primary focus of this study is volunteer board members' perceptions of pastors' servant leadership and volunteer church board members' reported organizational commitment in high-performing Nazarene churches. Using the 28-item Servant Leadership Scale (SLS) created by Liden et al. (2008) to examine perception of servant leadership among Nazarene pastors, together with the Meyer, Allen, and Smith (1993) commitment scales to measure organizational commitment of volunteer board members, this study found a statistically significant correlation between these variables. This study also measured pastor self-perception of servant leadership using the SLS self-report by Liden, et al. (2008) and the results indicated that while pastors saw themselves as servant leaders, no significant correlation could be found between the pastor's self-perception of servant leadership and volunteer board members' reported organizational commitment. To further investigate these findings, a summary discussion of interviews conducted with a random sample of pastors complete this mixed-methods study.</p>

To explore how CEOs justify organizational performance to shareholders, this study utilized content analysis of 250 CEOs' letters found in annual reports to shareholders. Results suggest that CEOs disclose a higher proportion of negative information and a lower proportion of positive information to the extent that their company performs poorly. CEOs used more total causal attributions and more external attributions to the extent that their company performed poorly. Variables such as CEO turnover and percentage of outside shareholders were found to moderate the relationship between performance of a company and the impression management techniques used in the CEO's letter. CEO turnover and percentage of outside shareholders moderated the relationship between performance and disclosures. A stronger correlation of negative disclosures with company was found when there was high CEO turnover than when turnover was low. Also, a stronger correlation between these two variables was found when there was a higher proportion of outside shareholders. Results additionally indicate that impressions of the company differ depending on the type of language utilized within the report. That is, subjects had more positive impressions of a CEO and company to the extent that the CEO disclosed positive information and utilized visionary language in the CEO's letter. These results provided partial support for the hypotheses that CEOs are influenced by previous corporate performance and the type of constituency in the letter of the annual report and that the wording of the letter influences impressions of the company.

Recent analyses of assessment center ratings have demonstrated that assessors who are trained to make dimension-based assessments may instead base their judgments on information other than dimension performance. This study evaluated the effects of enhanced accountability to make justifiable behavioral recordings and evaluations on assessor accuracy. Specifically, it was predicted that enhanced accountability to justify ratings and behavioral observations would lead assessors to make more accurate ratings and observations, as compared to the ratings and observations made by assessors whose personal accountability was not enhanced. Results showed that when accountability was not enhanced, as predicted, assessors relied on extraneous performance information (exercises, personality evaluations) when making their overall ratings. Assessors whose accountability was enhanced used only dimension information when making overall ratings, made more efficient behavioral observations and classifications, and had higher overall rating accuracy than did assessors whose accountability was not enhanced. However, enhanced accountability did not result in significantly different overall confidence of assessors in their decisions as compared to those whose accountability had not been enhanced.

Consistent with previous findings, interviewers' postinterview evaluations of applicants for correction officer positions were positively related to preinterview information on the applicants. The interviewer's conduct of the interview appeared to mediate this effect in a manner consistent with the behavioral confirmation predictions of a process model of the interview (Dipboye, 1982). Individual differences among interviewers were found in the extent to which they used preinterview information in reaching their decisions. Additionally, the instructions which interviewers were provided with appeared to play a role in the manner in which interviewers rendered their ratings about applicants on ten interview dimensions.

Two laboratory experiments were conducted to examine the effect of interview structure on recruiting outcomes. The first study was a 2 x 2 x 2 between subjects design in which subjects were presented with transcripts of either a structured or unstructured interview and information describing the organization as either affiliative or achievement oriented and the job as either data or socially oriented. Subjects rated numerous recruiting outcomes concerning their perceptions of the interviewer, organization, and job. The results of study 1 supported the hypothesis that structured interviews negatively influenced recruiting outcomes. Subjects given structured interviews rated the interviewer, organization, and job less favorably than subjects given unstructured interviews. The hypothesis that subjects would rate organizations congruent with their personal interests more favorably was not confirmed with examination of the individual difference measures of need for achievement and need for affiliation. However, some support was found for person-organization congruence with individual item measures of self-perceived organization and job fit. Study 2 was a 2 x 2 x 2 x 2 within subjects design in which specific attributes of the interview structure were examined: Job-relevance of questions, question standardization, applicant voice, and interviewer warmth. The findings revealed more favorable reactions to the interview when interviews were high in applicant voice and interviewer warmth, and low in question standardization. When the interview was high in applicant voice and interviewer warmth, and low in question standardization and job relevance, organizational attractiveness was rated more favorably. Of the four factors, applicant voice and interviewer warmth had the largest effects, followed by question standardization and job-relevance.

Interviewers' questioning behavior and predictive validity of applicant ratings varies considerably in unstructured interviews. A model hypothesizing a relationship between these variables is tested in this study. The model proposes that the relationship between interviewer questioning behavior and evaluation validity is mediated by the diagnosticity of applicant information that is collected during the interview. The process and content of three interviewers' questioning of 149 candidates for an entry-level correctional officer position was examined. Although the complete information gathering model was not supported, a robust relationship between questioning behavior and information diagnosticity emerged. Furthermore, the validity of individual interviewers' applicant evaluations varied considerably. These results reinforce the existence of differences in interviewers' questioning behavior and differences in the quality of applicant information they gather. Because differences in questioning behavior correspond to differences in the predictive validity of applicant ratings, both these variables should be monitored at the individual interviewer level.

The present study examines the effect of personal predispositions, including personality and leadership strategy preference, on the enactment of leadership strategies. The extent to which self-monitoring ability moderates the effect of personal predispositions was also examined. Results showed that masculine individuals enacted leadership strategies more effectively than feminine individuals. Results also showed that congruence between the situation and the leadership strategy was related to the effective enactment of a leadership strategy. However, individuals were able to effectively switch leadership strategies when asked to do so, despite the situation. Predispositions had some relationship to the ability to switch leadership strategies from meeting to meeting. Although individuals were able to switch strategies, they tended to enact the strategy congruent with the situation more effectively than they enacted the strategy that was incongruent with the situation. Self-monitoring did not moderate any of the relationships examined.

Produced waters are characterized with respect to the amounts and chemical constituents generated in oil and gas production. Removal of portions of total suspended solids, total dissolved solids, volatile organic chemicals, and adsorbable organic chemicals were simulated and costs associated with each treatment scenario have been estimated. Treatment facility size is a key parameter in determining unit cost. Desalination was the most costly process evaluated. Produced water treatment costs range from $0.25 to \$35.00/m$\sp3$ and are dependent on the nature and level of treatment. Under the most cost-effective scenario, the industry-wide cost of removing emulsified oils and dissolved organic materials to a level suitable for coastal discharge is approximately $4.00 \$/m$\sp3$. This translates to an annual industry-wide cost of some twenty billion dollars. Costs for reclaiming produced water for agricultural purposes may be as high as $35.00/m$ sp3$ due to desalting costs.

A synopsis of current management work theory and research is presented, followed by an overview of the current concerns and criticisms. In an effort to move beyond the criticisms, a guide to management work theory is developed and presented. One of the avenues suggested for the advancement of management work theory is the development of a multi-faceted managerial job analysis instrument. The design plans for the development of such a tool, EXCEL - The Executive Checklist, are recorded, and the results of an initial field testing are reported. Based on the current dimensional picture of managerial work, built to avoid the shortcomings of the currently available approaches, and developed to capitalize on recent advances in the field, it is hoped that EXCEL will contribute to the applied task of measuring managerial jobs, as well as participate in the broader quest for an understanding of the nature of managerial work and behavior.

Research on goal-based processing has shown that the goal or "mindset" with which a perceiver enters an interaction can significantly affect the manner in which information about a target is processed. Leaders and others in organizations might be particularly prone to these types of effects because they need to find ways to minimize the amount of information with which they must deal. Also, years of research on leadership style has demonstrated that different leadership styles differentially affect subordinates. This indicates that a critical link has gone unexamined: The effect of leadership style on the leader him/herself, and particularly on the way in which s/he processes information about subordinates. Leadership style, in its more specific form, can be viewed as a goal similar to many of those studied in the research on goal-based processing. It was proposed that leaders with a high-performance goal and those with a satisfied-worker goal would approach their subordinates differently and would process identical subordinate performance and behavior information in different ways. Subjects played the role of leaders in this experiment. Subjects were instructed to approach the task and the worker with a particular leader goal, either high-performance or satisfied-worker. Leaders had a (fictional) worker with whom they worked throughout the task. The leader gave the worker instructions, and the leader received responses and comments from the worker for each trial. Workers either performed well or poorly, and expressed either satisfaction or dissatisfaction with the task. Thus, a 2 x 2 x 2 between-subjects design was used. Following the task, subjects filled out several questionnaires. Dependent measures included amount and type of instructions given to the worker, incentives chosen for the worker, information seeking, attributions of worker performance, recall of various worker-relevant measures, worker performance ratings, and worker satisfaction ratings. Results indicated that leader goal had a significant effect on several of the measures, such as attributions, performance ratings, and amount of instruction given. In some cases, leader goal interacted with performance level and/or satisfaction level. The effects of leader goal should be further examined in order to more fully describe the leadership process.