bluuebunny/crossref_metadata_2025_split huggingface dataset:
Bully and Victim Problems in Elementary Schools and Students' Beliefs about Aggression
Authors: Bentley Karen M. , Li Anita K.F. 
Published: December 2008

The study was undertaken to survey the prevalence and nature of bullying in elementary school children; and to investigate the bullies and victims' beliefs supporting aggression. A total of 379 grades 4 to 6 students in Calgary were surveyed. Results of the Bully/Victim Questionnaire (Olweus, 1989) indicated that 21.3% were bullied and 11.6% bullied others "sometimes" or more often at school that term. Victims tended to be the youngest students of the sample, both boys and girls, and were at risk for being bullied by both age-males and older students. Verbal abuse was the most common form of bullying, and there was no significant association between gender and either direct or indirect forms of bullying. The playground was the most commonly cited location where bullying occurred. Bullies tended to be in the older grades and were mainly boys. Also, results of the Beliefs Measure revealed that bullies were more likely than victims and students who were neither victims nor bullies to endorse certain aggression-supporting beliefs. Implications for antibullying programs are discussed. L'étude a été entreprise pour étudier la fréquence et la nature de l'intimidation chez les enfants au niveau élémentaire et enquêter les croyances sur l'agression chez les brutes et les victimes. Un total de 379 élèves de la 4ème jusqu'à la 6ème année à Calgary ont servi pour l'étude. Les résultats du questionnaire sur les brutes/victimes (Olweus, 1989) indiquent que 21,3% ont été victimes d'intimidation par une brute et 11,6% ont intimidé les autres "parfois" ou plus souvent à l'école. Les victimes ont tendance à être les plus jeunes sujets de l'échantillonnage, garçons ou filles, et elles étaient à risque d'être intimidées par les écoliers du même âge et les plus vieux. L'a-bus verbal était la méthode la plus commune d'intimidation et il n'y avait aucun lien significatif entre les sexes et les méthodes directes ou indirectes d'intimidation. Le terrain de jeux est l'endroit le plus cité comme lieu où se produit ces intimidations. Les brutes semblent être des écoliers des années plus avancées et sont surtout des garçons. De plus, les résultats des mesures de croyances ont révélé que les brutes favorisent plus souvent que les victimes et les écoliers qui n'ont pas été victimes et qui ne sont pas des brutes, certaines croyances appuyant l'agression. Des insinuations pour des programmes anti-intimidation sont discutées. Bully and Victim Problems in Elementary Schools and Students' Beliefs about Aggression
Are Withdrawn Children At Risk?
Authors: Vargo Beverley 
Published: December 2008

The evidence is fairly conclusive that aggressive children are at risk for a number of disordered outcomes. However withdrawn children are considered to be at no greater risk for maladjustment than normal children. The present study assessed the validity of this conclusion. Participants were 131 grade 7 students identified by their peers as aggressive, withdrawn, sociable, or average. On the mental health measures administered it was demonstrated that withdrawn children were at as great or greater risk for the presence of problems as aggressive children. The difference was that withdrawn children evidenced problems of an internalizing nature, whereas aggressive children presented with externalizing problems. The implication of this finding for the choice of measures to identify at risk students is discussed. L'evidence suggère que les enfants agressifs sont susceptibles à un aboutissement déséquilibre. Cependant les enfants renfermés ne semblent pas être plus susceptibles à un ajustement anormal que les enfants ordinaires. Cette étude appuie la validité d'une telle conclusion. Les sujets de l'étude étaient 131 élèves de la 7e année identifiés par leurs pairs comme étant agressifs, renfermés, sociables, ou moyens. Au niveau de la santé mentale , il a été démontré que les enfants renfermés étaient aussi suspectibles ou plus susceptibles à la présence d'un problème que les enfants agressifs. La différence était que les enfants renfermés éprouvaiant des problèmes de nature interne, tandis que les enfants agressifs démontraient des difficultés externes. Cette découverte aura un retentissment dans le choix de méthode d'identification des élèves en danger.
Designing and Implementing a Broad-Based Stock Option Plan
Authors: Staiman Jeff , Tompson Kerry 
Published: December 2008

Companies are increasingly interested in implementing broad-based stock option plans. By giving stock options to nonexecutives, companies make good the promise of letting employees share in the company's success. However, in the variety store of broad-based option plans, one size does not fit all. It is therefore important to balance the benefits of implementing a broad-based stock option plan against its economic and other costs. Good results in implementing broad-based stock options require extensive education and consistent communication to employees, a review process to modify the plan to reflect changes in business needs, and an increase in the stock price so that the plan generates value for participants. But, even a good plan design, one that achieves important business objectives at a reasonable cost, can still fail due to inadequate effort, market risks, and maintenance difficulty.
Compensating the Entrepreneurial Board-A Holistic Approach
Authors: Meltzer Mark , Ash Remy P. 
Published: December 2008

Compensation programs that encourage the best performance possible from boards of directors include several key characteristics: aligning the programs with the business philosophy and mission of the company, making the programs competitive and appealing to the directors, rewarding for performance, and applying variable factors to account for different levels of responsibilities and profitability. Incorporating these characteristics into board compensation can sharpen the board's focus on the factors that contribute most to company success.
The Rethinking of Leadership
Authors: Barker Richard A. 
Published: December 2008

Leadership has been defined in terms of the leader's actions, skills, and abilities since the early 16th Century when Machiavelli did so. Current and unprecidented global relationships that are founded in cooperation demand a rethinking of the feudal paradigm of leadership that is founded in activities of war. The leadership process may be considered separately from the leader's behavior, and should be if we are to break free of old world thinking. Leadership is defined broadly as a community development process. The purpose of this paper is to contribute to the evolutionary development of the concept of transformational leadership by proposing a definition of leadership that is philosophically basic and that addresses only the process of leadership and not the role or behavior of the leader.
Profile of a Leader: The Wallenberg Effect
Authors: Kunich John C. , Lester Richard I. 
Published: December 2008

This is a study of the leadership principles employed by Raoul Wallenberg, a Swedish diplomat who went to Budapest in 1944 to intervene on behalf of Hungary's 700,000 Jews who were being deported by the Nazis to extermination camps. This extended case narrative profiles the extraordinary accomplishments of a truly unique leader. The leadership implications addressed herein are timely, because the study of leadership is beginning to overcome decades of intellectual neglect. Wallenberg is credited with having saved close to 100,000 lives. On 5 October 1981, the President and Congress recognized Wallenberg's contribution to humanity when they named him only the second person ever to be awarded honorary United States citizenship; the other is Winston Churchill. By joint resolution, the United States Congress also designated 5 October 1989 as Raoul Wallenberg Day. In addition, the street in front of the Holocaust Memorial Museum in Washington, D.C., has been renamed Raoul Wallenberg Plaza. Leadership is movement in a resistant medium. Leadership is also the capacity to translate intentions into reality and sustain them. Leaders take charge and make things happen. They create a new reality for the purpose they serve. This case study is intended to demonstrate how Wallenberg exercised leadership and how he refused to be indifferent, complacent, or ignorant of the suffering of others. Wallenberg emerges from a sordid chaper in human history as a courageous and compassionate leader--a symbol of the best mankind has to offer.
A Funny Thing Happened on the Way To World Dominance: A Reflection on the Competitiveness of American Business
Authors: Schatz Martin 
Published: December 2008

Since the famous Ford Foundation and Carnegie Foundation reports that were critical of business schools thirty-five years ago, the MBA has greatly increased its popularity and academic credibility. For some years now, it has held considerable power as a credential for managing major corporations. There is no doubt that the business schools have been successful in teaching their students how to use decision-making models that have been widely used in decisions involving finance, marketing, production, and personnel. The question, however, is whether these tools have helped or hurt the competitiveness of American business. It is the author's view that business schools have only been teaching part of what is important for managers to know, and by excluding the most important part, they must accept a portion of the blame for the lack of competitiveness on the part of American corporations.
Education For Economic Leadership: Vision Is The Key
Authors: Ellerbrock Michael J. 
Published: December 2008

In recent decades the global political economy has experienced some major restructuring, characterized by the emergence of regional trading blocs, cooperative adjustments within capitalism, stateless corporations, process oriented industries, and a value added notion of entrepreneurship. This paper aims to help leadership educators explore the underlying causes of these "megatrends." The theoretical postulate examined is the assertion that these economic trends reflect a shifting philosophical vision about humanity, specifically toward a greater realization that human nature has a communitarian side that complements its competitive aspect. Economic leaders of the 21st Century will be those individuals, organizations and institutions that empower people through partnership.
Leadership: A Notion Come of Age
Authors: Klagge Jay 
Published: December 2008

This article sets forth the thesis that organizations can survive on the strength of their leaders but must recognize, nurture and cherish an expanded notion of leadership in order to thrive. The expanded notion of leadership is presented as "trailblazing" in a context where continuous improvement is everybody's business. To be out in front of others by trailblazing as individuals, as organizations, and as a society is the clarion call. Various realms of being out in front--of exhibiting leadership--are delineated. Individual, organizational and societal applications are discussed. Necessary personal commitments and actions are described. This article concludes that ultimately it is individual leadership, not individual leaders, that will significantly alter the level of human conduct, infuse human action with meaning, imbue human effort with value, and change the aspirations of mankind.
Leadership & Leaders are on their way. What do we need to appreciate?
Authors: Bhatia Keith 
Published: December 2008

For a business to survive in today's complex environment there must be an in-depth understanding of the differences between managers and leaders. The new global order has forced companies to assess the characteristics required for their top management in the different situations they find themselves. In order to survive, the theories of leadership and the role of management are a start to developing the individuals who will lead their organizations to the best in their class. This article is a start on the long road for tomorrow's successful top managers or leaders. The static and stable environment of managers contrasts vastly with the chaotic and vibrant environment of leaders. Every organization must find a balance of individuals who identify with the characteristics of each and can be deployed depending on the business environment. There are basically four theories of leadership, with each having its own merit. The data available thus far can only leave a conclusion that a combination of the four lead to successful leaders. There are five dimensions to management which are based on the reactive organizational model of management. This model exists in a large number of organizations today. Only strong leadership can break this mold. As the business environment is presently constantly changing, the theories and research of the past become outdated and require continuous conceptual and empirical analysis. The body of knowledge is in its infancy and much work and the diffusion of this knowledge is required.
Development of a Situational Model for Transformational Leadership
Authors: Russell Roy G. , Mizrahi Rhonda 
Published: December 2008

Bass's theory (1985) of transformational leadership is based upon going beyond exchanging rewards for desired performance. Einstein (1994) proposed several steps to bring about the transformation of followers. Using a situational model, we will introduce transactional and transformational leadership theories into Einstein's steps of transformation. Transactional leadership is defined by leader-follower relationships which are based on a series of exchanges or bargains between leaders and followers. Degrees of transactional leadership are supported by the leader's activity level and the nature of the interaction with followers. With transformational leadership, leader-follower relationships are built on three distinct leader behaviors; charisma, intellectual stimulation, and individualized consideration. The situational model we intend to develop for transformational leadership will show managers when and how to employ this theory. Transformational leadership can be learned and leaders at all levels can benefit from an understanding of how transformational and transactional leadership theory can be combined into a dynamic model.
A New Understanding of "Followers" as Leaders: Emerging Theory of Civic Leadership
Authors: Kibbe Reed Trudie 
Published: December 2008

Critical events in society are responsible for the emergence of a new leadership group once referred to as the "followership." A new theory of civic leadership provides insight into not only how a group of followers transformed the shape of leadership from a old world view, but how they also democratized society. This theory is based on civic learning that is capable of facilitating a critical review of democracy in action, and identifying effective mechanisms for improving the quality of life for all citizens. Those who often describe themselves as followers are indeed leaders who monitor the affairs of society. This article identifies how and why this leadership role and theory emerged, and how it continues to have prominence in the world at large. While most leadership research studies have focused on behaviors, skills, and roles, this article enhances the development of leadership.
Sports Related Leadership
Authors: Maby Richard , Brady Gene 
Published: December 2008

This document is intended to show how basic leadership theories were used to form the framework for research in the field of athletic leadership. Leadership theories such as trait, behavioral and situational are discussed as well as the eventual impact they had on the development of Chelladurai's and Carron's sports specific Multidimensional Theory of Sports Leadership. Finally, the document provides information on some of the shortcomings and successes of the relevant research efforts. In addition, the document provides at least one means with which to determine future appropriate research efforts and hopefully the encouragement to do so.
Developing Leaders Through the Lifespan: A Brain-Based Perspective
Authors: Mengert Fritz 
Published: December 2008

The Fanning Leadership Center first became aware of the exciting research of Dr. Fritz Mengert when he presented the keynote address at a GACL Youth Leadership Conference at Clayton State in the fall of 1994. He writes the following thought-provoking article upon invitation and welcomes your feedback. The primary life of the child is directed to becoming, which involves many processes which are educable and some of which are physical, growth-oriented, and modifiable only in secondary terms. The becoming of the cultural self, the intellectual self, and the social-familiar self are all integral parts of the "coming to be."
Board Leadership when there is no Leader
Authors: Parry Arthur E. , Horton Marshall J. 
Published: December 2008

This case study addresses a crisis at a private University. The authors investigate the results of crisis solving at a mid-western university and the response by the board of directors to address two problems simultaneously: 1) how to continue the operation of the school; and 2) how to find and install a replacement president who will be able to address the ongoing financial problems of the school. They detail the process of splitting current responsibilities from the development of a viable search process for a replacement president. In addition they outline the major accomplishments of the new administration. The earlier financial problem was solved while the school expanded and improved. The case study provides a real world "guide" for another school faced with similar crisis problems.
KIVA: A Leadership Initiative and Technique
Authors: Carol Lila 
Published: December 2008

The KIVA is a group technique that can be used to identify and refine leadership initiatives. Developed by Luvern L. Cunningham at the Ohio State University, the process has been used extensively as a convening mechanism in which large groups can examine transcendent issues surrounding a program, project, concept or problem. The KIVA is most powerful when KIVA participants are differentiated by position and/or occupation, institution, hierarchy, or other distinguishing characteristics. As a technique it helps to stimulate thinking and it allows for broad and diverse participation. A successful KIVA depends upon the pre-selection of a topic containing transcendent issues, the use of a disciplined time frame, an appropriate mix of participants, skilled facilitators and preparation of a contemporaneous, accurate record of proceedings.
Leadership in Community Health: A Case Study
Authors: Healey Bernard J. 
Published: December 2008

Health care costs can be reduced by better management of scarce health care resources. However, this does not necessarily mean better health for the individual. On the other hand, expansion of health care programs with the goal of prevention can make the individual healthier and in the long-run reduce the cost of health care. The very rapid growth in managed health care plans, with their emphasis on controlling health care costs, may provide an opportunity for an expansion in preventive health care programs. This case study of a new graduate program in health administration examines the results of the role the educational program can play in coalition building among various agencies to better the health of the community. The goal of this program is to produce graduates equipped with administrative skills and a thorough understanding of the value of well developed community wellness programs. The accomplishments of this graduate program include the formation of a proactive regional wellness council, the production of a video tape about reducing adolescent high-risk health behaviors distributed to every school district in Pennsylvania, and the implementation of a number of additional community health initiatives developed by this graduate program. This study provides evidence that a graduate program in health care administration can provide a leadership role in the production of better health for communities overall.
Genomic sequence and activity of KS10, a transposable phage of the Burkholderia cepacia complex
Authors: Goudie Amanda D , Lynch Karlene H , Seed Kimberley D , Stothard Paul , Shrivastava Savita , Wishart David S , Dennis Jonathan J 
Published: December 2008

Abstract

Background
The Burkholderia cepacia complex (BCC) is a versatile group of Gram negative organisms that can be found throughout the environment in sources such as soil, water, and plants. While BCC bacteria can be involved in beneficial interactions with plants, they are also considered opportunistic pathogens, specifically in patients with cystic fibrosis and chronic granulomatous disease. These organisms also exhibit resistance to many antibiotics, making conventional treatment often unsuccessful. KS10 was isolated as a prophage of B. cenocepacia K56-2, a clinically relevant strain of the BCC. Our objective was to sequence the genome of this phage and also determine if this prophage encoded any virulence determinants.

Results
KS10 is a 37,635 base pairs (bp) transposable phage of the opportunistic pathogen Burkholderia cenocepacia. Genome sequence analysis and annotation of this phage reveals that KS10 shows the closest sequence homology to Mu and BcepMu. KS10 was found to be a prophage in three different strains of B. cenocepacia, including strains K56-2, J2315, and C5424, and seven tested clinical isolates of B. cenocepacia, but no other BCC species. A survey of 23 strains and 20 clinical isolates of the BCC revealed that KS10 is able to form plaques on lawns of B. ambifaria LMG 19467, B. cenocepacia PC184, and B. stabilis LMG 18870.

Conclusion
KS10 is a novel phage with a genomic organization that differs from most phages in that its capsid genes are not aligned into one module but rather separated by approximately 11 kb, giving evidence of one or more prior genetic rearrangements. There were no potential virulence factors identified in KS10, though many hypothetical proteins were identified with no known function.