We report two studies examining the relationship between positive leadership behaviors and employee well-being. In the first, data from 454 nursing home employees showed that (a) a newly developed measure of positive leadership was distinct from transformational leadership and (b) positive leadership behaviors predicted context-specific and context-free well-being after controlling for transformational and abusive leadership. In the second study, data from a daily diary study (N = 26) showed that (a) positive leadership predicted positive, but not negative, employee affect and (b) positive leadership interacted with transformational leadership to predict employees positive affect.

Most academics would accept the contention that there is no one best teaching methodology. However, this has not limited the debate over the one better approach. While such disagreements have typically been limited to campuses and conferences, a heated exchange appeared in the Academy of Management Review (Kolb, 1981;Stumpf and Freedman, 1981). These particular articles involved experiential learning theory and the relative merits of Kolb's Learning Style Inventory. However, other less direct confrontations are commonplace, as demonstrated by the number of studies reaching different conclusions about the relative effectiveness of various teaching approaches.As educators, it is often hard for us objectively to evaluate our own work. Our classes are our laboratories and the information we receive is direct and personal, resulting in strong biases. In other areas where our involvement and stakes are low, we can be far more analytical. But our teaching methods go right to the root of one of our major activities making it difficult to remain truly objective. There is ample supporting evidence of the effectiveness of many teaching orientations. The superiority of case-oriented approaches is reported in the writings of Moore (1967) and Wolfe (1975). Experiential teaching is defended by Wolfe (1973) and Fritzsche (1974). Lecture advocates cite Elfner (1980). There is even documentation available for those who believe that the method employed has little impact (Bane, 1925;Birney and McKeachie, 1955;Sanford, Lindzey, Holmreich and Parker, 1969).Although the three methods mentioned (case, experiential, lecture) do not account for all possible teaching approaches or combinations thereof, they do seem to adequately represent the diversity of opinions that exists. It is within this context that the present study was developed.The origins of our research can be traced to one rare (at least for our university) and one common event. The unique condition was that the authors were teaching the same course (a full-year organizational behavior course) on the same days during the same period. The more common condition was that each instructor disagreed with the others concerning the best teaching method for this course. One was a case advocate, another

While over 300 major studies have looked at pay, an empirically derived model of managerial perceptions of pay is yet to emerge. This study attempts to answer the question: “what does pay mean to managers?” Based on three different samples of Canadian managers, the present paper outlines a four factor model of managerial perceptions of pay. It is suggested here that pay has multiple meanings to managers: pay is a symbol of success, it acts as a reinforcer and motivator, it reflects performance and, finally, it reduces anxiety. The paper suggests that two core dimensions may underlie managerial perceptions of pay: its capacity to produce and reduce tension and its focus on self and others. The implications of the present findings for theory and practice and how the present findings relate to past writings in the field are outlined.

The “will of the people‘’ is considered to be the highest authority in a democracy and said to be the driving force behind public policies. Yet not many past studies have assessed the level of citizen satisfaction with government services and identified ways of improving service delivery. At a municipal level, there is even less emphasis on measuring consumer satisfaction. This study measures citizens' satisfaction with municipal services in a town in Atlantic Canada. A taxonomy of government services based on user experience with the service and heterogeneity of consumer needs was developed and tested. Results indicate that while consumer satisfaction with municipal services is high, it does vary based on the nature of the service. Some action guidelines are suggested at the end of the paper to improve town service delivery. Sommaire: La «volonté du peuple» est considérée comme étant la plus haute autorité dans une démocratice, et l'on dit même que c'est elle qui est à l'origine des politiques publiques. Pourtant, peu d'études ont examiné le niveau de satisfaction du citoyen en ce qui concerne les services gouvernementaux et ont tenté de cerner les moyens permettant d'améliorer ces services. Au niveau municipal, on fait encore moins d'efforts pour mesurer la satisfaction des consommateurs. La présente étude mesure la satisfaction des citoyens à l'égard des services municipaux dans une ville située dans la région Atlantique du Canada. Une taxonomie des services gouvernementaux basée sur l'expérience des utilisateurs et sur l'hétérogénéité des besoins des consommateurs a été mise au point et testée. Les résultats indiquent que, bien que la satisfaction des consommateurs face aux services municipaux soit élevée, elle varie selon la nature de services. À la fin de l'article, on suggère quelques lignes directrices pour améliorer la prestation de services des villes.