SummaryNon-cognitive emotional intelligence could potentially contribute to a more holistic understanding of interpersonal influence and leadership; however, significant issues of definition, psychometric independence, and measurement must be conclusively resolved. Possible relationships between emotional intelligence, transformational leadership, and individual/organizational outcomes are described and further investigation is encouraged.

Improvisational theatre techniques can help management educators enhance class discussion and role-play, build teamwork, encourage risk taking, and stimulate creativity. This article draws from the existing body of work on improvisation found in organization theory and creates a framework for improvisation’s use in the management classroom. Specific exercises are presented and their benefits are discussed.

This study explored the relationships between a leader’s self‐awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in‐agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in‐agreement, and both subordinates of underestimators and those in‐agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self‐awareness categories and transfer intent. Finally, subordinates of underestimators and those in‐agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability.

At Montana State, he teaches management, leadership and business strategy. His primary research streams are in the area of transformational leadership and pedagogical issues associated with management education. Dan Moshavi is an Assistant Professor of Management in the College of Business at Montana State University. He received his Ph.D. from the University of Oregon. He teaches organizational behavior, human resource management and services management. His research focuses on the effectiveness of professionals and professional service organizations, job satisfaction, and management and leadership education and development.

Research has shown that managing client participation can add value to the delivery of quality services. While several control mechanisms have been proposed in the literature for the management of complex service relationships, they generally fail to account for two realities of service provider/client relationships ± information asymmetry and uncertainty. This paper proposes a new mechanism,``professional concern,'' and suggests that its various dimensions ± provider authority, social affiliation, client role accountability and objective attitude ± provide a framework for managing knowledge-based service relationships and optimizing decision-making processes for delivering quality services.