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This chapter examines ways harm can be done and prevented in Social Investing. It uses a case study based on a real deal to tell a cautionary tale and provides tools to help philanthropist and impact investors find their moral compass through community feedback.

This chapter examines if women in Higher Education Institutions (HEIs) are constrained in their leadership style and if the organizational culture makes them less valued in senior management teams. It then explores if the 7-S organizational framework has relevance to gender and leadership in HEIs.

The nature of authority within HEIs increases the complexity of leadership within an academic context. Leadership is often vested in a single person, and the positional power of Rectors/Vice-Chancellors (VCs) is based on authority, discipline knowledge, experience, and peer and professional recognition. The literature highlights that HEIs continue to be male dominated and that women are underrepresented in university leadership.

A total of 44 interviews with female and male university senior managers in Australia and Portugal were conducted by the authors and then analyzed using thematic content analysis.

This chapter analyzed the leadership styles of female and male leaders in HEI management teams in Australia and Portugal. It found that both women and men in Australian universities valued transformational leadership skills, whereas the male respondents in Portugal saw traditional management as more effective, even though female respondents considered women demonstrated transformational leadership. It also found that while women’s leadership is recognized in Australian universities, in Portugal men saw women’s leadership as problematic.

The findings suggest that there is more possibility for transformation in the academy if both men and women in HEI leadership value women’s leadership role.

In this chapter, the authors utilize both risk and resilience as conceptual frameworks to discuss the academic and psychosocial development of African American adolescent males. Given the amount of attention placed on the academic underachievement of African American males, they explore popular academic themes, such as academic disidentification and the role of teachers and parents. The authors examine psychosocial themes related to racial and athletic identity, the phenomenon of cool pose and “acting Black,” and the development of alternative masculinities. They conclude the chapter with recommendations for education research, practice and policy.

The lived experience of HIV+ Black MSM (men who have sex with men) in the South exposes persistent racialized inequality. With the highest rates of HIV diagnosis in the country, Black MSM are made to feel unequal within the US LGBTQ community, thereby perpetuating long-standing inequalities between the groups. We argue that Whites' and Blacks' differing conceptions of racial equality serve to limit the extent to which comprehensive LGBTQ equality is possible as whiteness frames the LGBTQ experience in the United States. Examining how the country's racist story of nonaccess, representation, and exclusion has stymied coalition building to eliminate inequalities, findings reveal the structural impediments toward racial parity. Utilizing the case study of HIV+ Black MSM in the South, we examine the persistence of inequality amid the thrice interwoven intramarginalization of feeling excluded from sociopolitical spaces, having limited political representation, and engaging with racist body politics.

This chapter explores the complexity of issues surrounding Black males and athletics in higher education. Multiple studies over the past decade and a half have depicted an oppositional relationship between athletics and academic achievement. Research suggests that media imagery, stereotyping, and other non-academic influences on African American males who participate in intercollegiate athletics tend to result in an over-identification with professional athletes, sports, and perceptions of great value associated with physical performance activities and a simultaneous under-identification with academic performance, scholarly identity, and student development. These pressures ultimately limit career options outside of athletics. In an effort to combat these issues, Beyond the Game™ (BTG) Program, a program described in this chapter that was developed in Wisconsin’s Equity and Inclusion Laboratory (Wei LAB) and implemented at the University of Wisconsin-Madison, seeks to harness curricular, co-curricular, and on-the-field leadership training to strategically develop and support post-graduation options. This comprehensive, multi-faceted program directly confronts the challenges student-athletes face when they exhaust their eligibility status but have yet to identify viable career alternatives to professional sports. This chapter explores the main tenants of the program, established with a group of Division 1 NCAA-affiliated college athletes as participants.

The lack of a clear conceptualization and operationalization of the construct of interpersonal conflict makes it difficult to compare the results of different studies and hinders the accumulation of knowledge in the conflict domain. Defining interpersonal conflict as a dynamic process that occurs between interdependent parties as they experience negative emotional reactions to perceived disagreements and interference with the attainment of their goals, the present paper presents a two‐dimensional framework and a typology of interpersonal conflict that incorporates previous conceptualizations of the construct. The first dimension of the framework identifies three properties generally associated with conflict situations: disagreement, negative emotion, and interference. The framework's second dimension identifies two targets of interpersonal conflict encountered in organizational settings: task and interpersonal relationship. Based on this framework, the paper highlights several shortcomings of current conceptualizations and operationalizations of interpersonal conflict in the organizational literature, and provides suggestions for their remedy.

This study investigated whether the direct supervisor's leadership style affects employee engagement using Avery's classical, transactional, visionary, and organic leadership paradigms as the theoretical framework. The study also investigated how many and which components of employee engagement (“say”, “stay” and “strive”) contribute to the construct. The paper aims to discuss these issues.

A sample of 439 retail sales assistants in Sydney, Australia, responded to a mixed-mode questionnaire survey. Factor analysis, independent t-tests, analysis of variance and structural regression models were used in the data analysis.

Both research questions were supported. Results showed that the visionary and organic paradigms are likely to enhance employee engagement, whereas classical and transactional styles negatively affect employee engagement. Furthermore, the data confirmed that the three behavioral-outcome factors all do contribute to the employee engagement construct.

One implication for researchers is that an employee engagement measure with demonstrably high reliability and validity, and known components has been developed. This study could be replicated in different national and occupational contexts, the leadership measures reconfirmed and expanded, follower characteristics included as moderating variables, and links to organizational performance investigated.

The findings suggest that direct supervisors should be encouraged to use visionary and/or organic leadership wherever possible to drive employee engagement.

This paper is original in several ways. It resolves an ongoing dispute in the literature about the components of employee engagement, namely whether all three components contribute to the concept. In answering this question, a valid and reliable questionnaire was developed. Using four leadership paradigms, including classical and organic leadership that are rarely investigated, this study demonstrates that employee perceptions of the leadership style used by their direct supervisor are linked to employee engagement.