The present study investigated the impact of an education program on jurors' abilities to reach truth during trials with child witnesses. The experiments took the form of staged trials, with actors filling the roles of judge, prosecution, defence and defendant. Participants from the general community served as mock jurors in small groups. Prior to the trial, half of the juries were provided with an education package which served to introduce them to the main empirical findings within the child witness literature. Within each education condition, half of the juries viewed accurate child witness testimony during the trial and half viewed an inaccurate version. Analyses of the trial questionnaires revealed significant effects of education on the accuracy of verdicts, with more educated jurors making correct verdict determinations than did uneducated jurors. Educated jurors' perceptions of the child witnesses were also more accurate overall than those of uneducated jurors.

PurposeThe current research aims to determine to what extent Australian managers are behaviourally flexible and to identify what factors are associated with the development of leader behavioural flexibility (LBF) and its contribution to positive organisational outcomes.Design/methodology/approachBecause of the exploratory nature of the questions to be addressed, a qualitative approach to data collection was selected. In particular, the grounded theory methodology was utilised due to its ability to aid with the theory building process. Semi‐structured interviews based on the critical incident interview technique were used as the data source.FindingsThe findings illustrate that the Australian managers who participated in this study exhibited significant degrees of LBF. The results also suggest that education level and group size may be antecedents to LBF. In addition, it appears that leader‐member exchange may mediate the relationship between LBF and positive organisational outcomes, while social intelligence may moderate this relationship.Research limitations/implicationsThe current research makes several contributions in terms of theoretical development and reveals a richer insight into the underlying processes associated with the relationship between LBF and positive organisational outcomes.Practical implicationsAs the current research was conducted in the field with 20 practising organisational managers, the findings also highlight some important practical applications regarding LBF.Originality/valueAlthough previous studies have been able to establish a relationship between LBF and positive organisational outcomes, they have explained very little about the processes associated with this relationship. The present study attempted to uncover some of these processes.