A collaboration has begun in Montana among several state and federal agencies and non-governmental organizations interested in the management of greater sage grouse (Centrocercus urophasianus) in a > 5,000,000-ac (> 20,234-ha) landscape including the Charles M. Russell National Wildlife Refuge. The first step was conducting personal interviews with field biologists and managers in the general area to assess what management actions they are making. Using this information, we conducted an on-line survey to further identify those actions and how they are made. Finally, almost 40 managers and scientists met to discuss whether an adaptive management approach might be useful to gain an understanding of the interaction among habitats and management actions and how this will be affected by annual weather and climate patterns. A conceptual model of how these factors affect the life cycle of grouse has been drafted, and we are gathering comments on it. The intent is for that to be used as an ecological response model for assessing the effects of possible climate change scenarios. Future work will entail: (1) further delineation of management actions and the social networks associated with them, (2) building and evaluating a working model using rapid prototype methods, (3) conducting futures analyses of associated landscapes, (4) continuing to foster collaborative effort, and (5) working one-onone with managers to evaluate model and adaptive management applicability using such tools as LCMAP (Landscape Conservation Management and Analysis Portal).

PurposeFor over three decades the Myers‐Briggs Type Indicator (MBTI), a typology of personality preferences based on Jungian psychology, has been one of the most frequently used assessments in personal and managerial development. Over the last decade attention to the possibility of non‐cognitive intelligence based on emotions has attracted considerable attention in both the academic and practitioner communities. This paper aims to report on an empirical study examining the possible relationships between the dispositional factors measured by the MBTI and elements of emotional intelligence (EI) as measured by the Bar‐On's emotional quotient inventory (EQI).Design/methodology/approachMBTI, Form G, and EQI data are collected in a population of over 500 managers and professional workers in an international manufacturing facility. Both categorical and continuous analysis of variance is utilized to test ten hypothesized relationships between personality preferences and EI constructs.FindingsResults support the relationship between extroversion and the components of EI. Somewhat counter intuitively stress management, the measure of EI that captures an individual's internal focus, is related to extroversion. A positive and significant relationship between a preference for the use of feeling in decision making and an individual's EI is also found.Originality/valueDespite the fact that the MBTI and the EQI are two of the most widely used instruments in organizational development very few studies have been done on their possible relationship. This is the first relatively large sample study of that relationship. Implications of the interaction of personality preferences and EI in organizational development are described.

Purpose This paper aims to study the possible relationship between elements of personality as measured by the Myers‐Briggs type indicator (MBTI) and transformational leadership (TL) as measured by the Multifactor Leadership Questionnaire (MLQ). Design/methodology/approach The study was done at the North American manufacturing facility of an international technology company. Utilizing the Multifactor Leadership Questionnaire to measure transformational leadership, over 2,000 followers provided assessments of transformational leadership for 148 managers who had done self‐assessments and had completed Form K of the MBTI. Findings No relationship was found between follower assessments of transformational leadership and leader personality as measured by the MBTI. Leaders did, however, perceive themselves to be significantly more transformational than did those who reported to them. Leader preference for extraversion over introversion and intuition over perception were both significantly associated with self‐reports of transformational leadership. Research limitations/implications Studies utilizing large samples across a variety of organizational settings are needed to confirm the results of this study. Practical implications This study calls into question the existence of a relationship between the MBTI and transformational leadership. The study does not provide any support for the possible utility of the MBTI for the prediction or explanation of transformational leadership behaviors. Assuming that followers' perceptions of TL are the more valid, the findings suggest that previous results linking MBTI and TL may be measurement artifacts. Originality/value Utilizing a large sample, the MLQ and continuous measures of MBTI preferences the results of this study contradict previous reports of a relationship between personality as measured by the MBTI and transformational leadership.

Mandell and Pherwani (2003) found a significant, pre dictive relationship between emotional intelligence and leadership. Replicating their study in a manufactur ing setting, we examine the possible relationships between leadership, emotional intelligence, gender and orga nizational outcomes. Our results affirm the previo usly reported relationship between gender and leadership; however , we are unable to find or confirm any evidence of the other reported relationships between gender, leadership a nd emotional intelligence. We suggest reasons why our study might more accurately describe the nature of the relation ship between the variables of interest than the pre vious study. We also develop the implications of our results and po ssibilities for further study.

PurposeThis study aims to examine the possibility of relationships between and among emotional intelligence (EI), leadership, and desirable outcomes in organizations.Design/methodology/approachUsing a sample of 2,411 manufacturing workers, engineers, and professional staff, the study empirically examined the impact of EI, as measured by Bar‐On's Emotional Quotient Inventory (EQI), on organizational outcomes; the well documented ability of transformational leadership to predict those outcomes, and the relationship between EI and transformational leadership.FindingsThe results confirm previous studies of the extraordinary effectiveness power of transformational leadership in predicting organizational outcomes. However, in this study no support was found for hypothesized relationships between EI and desirable outcomes or a significant relationship between EI and transformational leadership.Originality/valueEI may be a useful concept in understanding leadership and social influence; however, unlike previous studies no indication was found that EI as operationalized and measured by the EQI is of particular value in that exploration.

The marketing concept maintains that the starting point for good marketing, whether it be for a service or a product, is to understand the situation from the perspective of the customer. To appreciate the customer’s view of your business and your market offering, you need to appreciate several factors. First, many of your customers or potential customers view anything offered by a business with a good deal of suspicion. They have been bombarded for years with advertising and other promotions offering deals that are “too good to be true” and they have often been dissatisfied with products or services they purchased. They have a healthy Marketing is the process by which a product or service is conveyed from the producer to the customer. For your business to be profitable—indeed, in order to have any money at all coming in—someone must buy your output. The issues discussed here apply to all types of marketing situations, from those of the product manufacturer who is selling to wholesalers to those who are selling a service. For the sake of simplicity, I will refer to the specific thing offered for sale, be it a product or service, wholesale or retail, as the market offering. While there are, of course, differences facing any particular business in a specific situation, the following general principles are applicable across situations. A complete discussion of the complexities and issues surrounding marketing is beyond the scope of this publication, but the interested reader could consult the additional reading sources listed as references. Rather than consider specific types of marketing activities that may be appropriate to a given situation (promotional campaigns, market research, pricing decisions), my purpose here is to explain some of the key issues that confront anyone who wants to market a product or service. Basics of Marketing for Small Businesses and Entrepreneurs

Why are intentions interesting to those who care about new venture formation? Entrepreneurship is a way of thinking, a way of thinking that emphasizes opportunities over threats. The opportunity identification process is clearly an intentional process, and, therefore, entrepreneurial intentions clearly merit our attention. Equally important, they offer a means to better explain—and predict—entrepreneurship. We don't start a business as a reflex, do we? We may respond to the conditions around us, such as an intriguing market niche, by starting a new venture. Yet, we think about it first; we process the cues from the environment around us and set about constructing the perceived opportunity into a viable business proposition. In the psychological literature, intentions have proven the best predictor of planned behavior, particularly when that behavior is rare, hard to observe, or involves unpredictable time lags. New businesses emerge over time and involve considerable planning. Thus, entrepreneurship is exactly the type of planned behavior Bird 1988, Katz and Gartner 1988 for which intention models are ideally suited. If intention models prove useful in understanding business venture formation intentions, they offer a coherent, parsimonious, highly-generalizable, and robust theoretical framework for understanding and prediction. Empirically, we have learned that situational (for example, employment status or informational cues) or individual (for example, demographic characteristics or personality traits) variables are poor predictors. That is, predicting entrepreneurial activities by modeling only situational or personal factors usually resulted in disappointingly small explanatory power and even smaller predictive validity. Intentions models offer us a significant opportunity to increase our ability to understand and predict entrepreneurial activity. The current study compares two intention-based models in terms of their ability to predict entrepreneurial intentions: Ajzen's theory of planned behavior (TPB) and Shapero's model of the entrepreneurial event (SEE). Ajzen argues that intentions in general depend on perceptions of personal attractiveness, social norms, and feasibility. Shapero argues that entrepreneurial intentions depend on perceptions of personal desirability, feasibility, and propensity to act. We employed a competing models approach, comparing regression analyses results for the two models. We tested for overall statistical fit and how well the results supported each component of the models. The sample consisted of student subjects facing imminent career decisions. Results offered strong statistical support for both models. (1) Intentions are the single best predictor of any planned behavior, including entrepreneurship. Understanding the antecedents of intentions increases our understanding of the intended behavior. Attitudes influence behavior by their impact on intentions. Intentions and attitudes depend on the situation and person. Accordingly, intentions models will predict behavior better than either individual (for example, personality) or situational (for example, employment status) variables. Predictive power is critical to better post hoc explanations of entrepreneurial behavior; intentions models provide superior predictive validity. (2) Personal and situational variables typically have an indirect influence on entrepreneurship through influencing key attitudes and general motivation to act. For instance, role models will affect entrepreneurial intentions only if they change attitudes and beliefs such as perceived self-efficacy. Intention-based models describe how exogenous influences (for eample, perceptions of resource availability) change intentions and, ultimately, venture creation. (3) The versatility and robustness of intention models support the broader use of comprehensive, theory-driven, testable process models in entrepreneurship research (MacMillan and Katz 1992). Intentional behavior helps explain and model why many entrepreneurs decide to start a business long before they scan for opportunities. Understanding intentions helps researchers and theoreticians to understand related phenomena. These include: what triggers opportunity scanning, the sources of ideas for a business venture, and how the venture ultimately becomes a reality. Intention models can describe how entrepreneurial training molds intentions in subsequent venture creation (for example, how does training in business plan writing change attitudes and intentions?). Past research has extensively explored aspects of new venture plans once written. Intentionality argues instead that we study the planning process itself for determinants of venturing behavior. We can apply intentions models to other strategic decisions such as the decision to grow or exit a business. Researchers can model the intentions of critical stakeholders in the venture, such as venture capitalists' intentions toward investing in a given company. Finally, management researchers can explore the overlaps between venture formation intentions and venture opportunity identification. Entrepreneurs themselves (and those who teach and train them) should benefit from a better understanding of their own motives. The lens provided by intentions affords them the opportunity to understand why they made certain choices in their vision of the new venture. Intentions-based models provide practical insight to any planned behavior. This allows us to better encourage the identification of personally-viable, personally-credible opportunities. Teachers, consultants, advisors, and entrepreneurs should benefit from a better general understanding of how intentions are formed, as well as a specific understanding of how founders' beliefs, perceptions, and motives coalesce into the intent to start a business. This understanding offers sizable diagnostic power, thus entrepreneurship educators can use this model to better understand the motivations and intentions of students and trainees and to help students and trainees understand their own motivations and intentions. Carefully targeted training becomes possible. For example, ethnic and gender differences in career choice are largely explained by self-efficacy differences. Applied work in psychology and sociology tells us that we already know how to remediate self-efficacy differences. Raising entrepreneurial efficacies will raise perceptions of venture feasibility, thus increasing the perception of opportunity. Economic and community development hinges not on chasing smokestacks, but on growing new businesses. To encourage economic development in the form of new enterprises we must first increase perceptions of feasibility and desirability. Policy initiatives will increase business formations if those initiatives positively influence attitudes and thus influence intentions. The growing trends of downsizing and outsourcing make this more than a sterile academic exercise. Even if we successfully increase the quantity and quality of potential entrepreneurs, we must also promote such perceptions among critical stakeholders including suppliers, financiers, neighbors, government officials, and the larger community. The findings of this study argue that promoting entrepreneurial intentions by promoting public perceptions of feasibility and desirability is not just desirable; promoting entrepreneurial intentions is also thoroughly feasible.

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This study provides an empirical test for the impact of client orientation on new users' satisfaction with an on-line infor- mation retrieval service. Using a laboratory simulation of the service purchase encounter, four dimensions of the service encounter are varied-(1) the client's level of expectations for the professional librarian's friendliness, (2) the actual level of the librarian's friendli- ness towards the client, (3) the client's expectations for the degree of speed in the delivery of the bibliography via the on-line search ser- vice, and (4) the actual speed of the search service. All four dimen- sions are varied in friendly and unfriendly as well as fast and slow combinations. The client's satisfaction is measured both at the end of the service delivery when it is paid for and later on after the printout produced by the service has been used and the client is ready to recommend or criticize the service to some other potential user. The impact of client orientation on satisfaction - through ex- pectations of friendly performance and actual friendliness in the ser- vice delivery-is evaluated for the client's immediate reaction to the service encounter using ANOVA and then again using MANOVA for the unfolding process of satisfaction during and after service delivery.

Journal Article A Comparison of Group Differences in Food Consumption Using Household Refuse Get access Michael D. Reilly, Michael D. Reilly Search for other works by this author on: Oxford Academic PubMed Google Scholar Melanie Wallendorf Melanie Wallendorf Search for other works by this author on: Oxford Academic PubMed Google Scholar Journal of Consumer Research, Volume 14, Issue 2, September 1987, Pages 289–294, https://doi.org/10.1086/209113 Published: 01 September 1987 Article history Received: 01 May 1986 Revision received: 01 April 1987 Published: 01 September 1987

This study explores the usefulness of unanticipated situational occurrences for explaining the disparity between stated intention and actual behavior for 15 commonly consumed food and beverage products. Unlike previous research on unexpected situations, actual situational occurrences were monitored for effects on actual consumption (measured by garbage analysis and self-report). The results show that behavior-intention inconsistency is partly attributable to unexpected situations.

Journal Article Ethnic Migration, Assimilation, and Consumption Get access Melanie Wallendorf, Melanie Wallendorf Search for other works by this author on: Oxford Academic PubMed Google Scholar Michael D. Reilly Michael D. Reilly Search for other works by this author on: Oxford Academic PubMed Google Scholar Journal of Consumer Research, Volume 10, Issue 3, December 1983, Pages 292–302, https://doi.org/10.1086/208968 Published: 01 December 1983 Article history Received: 01 February 1983 Revision received: 01 July 1983 Published: 01 December 1983