The transformative power of compassion is critical to leader performance and has garnered increasing interest in business settings. Despite substantive contributions toward the conceptual understanding of compassion, prior empirical work on the relationship between compassion and leader performance is relatively limited. This article presents compassionate leader behavior as a conceptualization of a new leadership construct. A two-stage, sequential, and equal status mixed method research design was utilized to develop and validate a measure of compassionate leadership. Study 1 used a phenomenological approach to understand how leaders engage with compassion and how their experiences and behaviors associated with compassion affect performance within the context of their leadership. FindingsThe Compassionate Leader Behavior Index (CBLI) is permitted for broad use in noncommercial settings, including but not limited to academically focused research to include dissertations and theses and original works of scholarship and grant activity within the limitations of the publication copyright, so long as this work is appropriately and correctly cited. To use the instrument in a commercial and/or for-profit setting, or for questions regarding permission of

The composition of the college population has shifted from a bastion of full-time 18- to 22-year-old students to a far more diverse population that typically works part-time or full-time, has greater family commitments, is over 24, and is juggling various competing responsibilities while attending college. This shift has prompted researchers to examine the challenges that this student body of adult learners face in their pursuit of a college education. The purpose of this integrative literature review is to offer an updated synthesis of empirical findings on the barriers faced by adult learners who are seeking a college degree. In addition, this review offers potential solutions to college institutions to help their adult learners overcome the barriers they face.

The purpose of the current study is to investigate the impact of the five ESE dimensions on firm performance. More specifically, we examine whether any of the five ESE dimensions are important to firm performance when the external environment is either competitively intense or technologically turbulent. This study investigated these relationships using a sample of franchisees, an important audience understudied in entrepreneurial literature. We find that the three-way interaction of competitive intensity, technological turbulence and each of ESE innovation, ESE management, and ESE financial control predicts franchisee performance. This confirms the wisdom of studying ESE as consisting of specific dimensions (as opposed to holistically) because not all ESE dimensions interact with franchisee environment in predicting performance.

Purpose -This paper identifies barriers that hinder tacit knowledge transfer in a franchise environment and offers a compendium of solutions that encourage franchisees and franchisors to leverage tacit knowledge as a resource for competitive advantage. Design/methodology/approach -Drawing from the research on franchise organizations there are five barriers to tacit knowledge transfer that present a challenge to both vertical and horizontal information flow in a franchise environment. It is suggested that when specific behaviors and processes are adopted to encourage sharing tacit knowledge it is possible to reduce tension and promote collaboration in the franchise relationship. Findings -Barriers to tacit knowledge transfer in franchise organizations include: Trust, Maturation, Communication, Competition, and Culture. Research limitations/implications -The factors identified only partially explain why there may be resistance to sharing tacit knowledge between franchisees and franchisors. Solutions recommended will need further testing to assess their impact on creating cultures that embrace tacit knowledge sharing. Practical limitations -For franchisors and franchisees to encourage tacit knowledge sharing they will need to recognize and value what each player contributes to the relationship. Originality/value -The identification of specific barriers to tacit knowledge transfer in franchise environment sets the stage for future work that can expand on solutions in the franchise context that potentially has economic and psychological benefits for both parties.

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