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Although some sociologists have conceptualized homosexuality and lesbianism as "'lifestyles" or "careers," most clinicians, including many who do not view homosexuality as a disease, continue to think of a sexual orientation to the same sex as an intrinsic physical attribute. The authors propose an identity-social role model of lesbianism and outline the implications of this model for clinical practice and research. They describe forces that shape the lesbian identity, delineate clinical issues involving the identity, and raise several questions regarding research.

Social workers are concerned with helping the poor and enabling people to use social and community resources. However, social work has abandoned its mission to help the poor and oppressed and to build communality. Instead, many social workers are devoting themselves to careers in psychotherapy. Social work schools should make more effort to promote social awareness as part of the curriculum. This article gives an account of an experimental program aimed at incorporating the social role of the social worker into the second-year methods of social work intervention courses.

We investigate the link between leadership, beliefs and pro-social behavior in social dilemmas. This link is interesting because field evidence suggests that people's behavior in domains like charitable giving, tax evasion, corporate culture and corruption is influenced by leaders (CEOs, politicians) and beliefs about others' behavior. Our framework is a repeated experimental public goods game with and without a leader who makes a contribution to the public good before others (the followers). We find that leaders strongly shape their followers' initial beliefs and contributions. In later rounds, followers put more weight on other followers' past behavior than on the leader's current action. This creates a path dependency the leader can hardly correct. We discuss the implications for understanding belief effects in naturally occurring situations.

Cover -- Half Title -- Title -- Copyright -- Contents -- Introduction -- 1. Athletes are in a Unique Position to Influence Society -- 2. It's Unfair to Expect Athletes to Serve as Role Models -- 3. Seeing Through the Illusions of the Sports Hero -- 4. African American Athletes have a Right and a Duty to be Role Models -- 5. Female Athletes Empower Young Women Despite Objectification -- 6. Athletes can be Leaders in Ending Homophobia -- 7. Christian Athletes Set an Example of Humility -- 8. Christian Athletes are not Role Models -- 9. Paralympians are Inspirations for All -- 10. Marketers Need Stricter Moral Clauses to Police Athlete Behavior -- 11. Love Versus Hate: How Fans Cope with Athletes' Transgressions -- 12. Lessons can be Learned from Athletes' Mistakes -- 13. Sports Scandals Reflect the Culture at Large -- Organizations to Contact -- Bibliography -- Index -- Back Cover

We adopted a strong inference epistemological approach and confronted predictions derived from 2 competing paradigms that attempt to explain poor evaluations and slow organizational advancement of female managers as compared to male managers. Participants viewed a video tape of a manager (female, male) occupying identical roles in the organizational structure and using 1 of 2 forms of influence behaviors (direct or indirect). The prediction of the social-role model was that female managers would receive more negative evaluations than did male managers when using (sex-role incongruent) direct influence behaviors. The prediction of the structural model was that there would be no gender-based differences and there would be a main effect for influence use (because direct influence is more congruent with the managerial position than is indirect influence). Supporting the structural model, ratings of managerial power, leadership effectiveness, managerial attributes, and reactions to an influence attempt were affected by the type of influence used and not by gender.

PurposeThe purpose of this paper is to explain people's divergent perceptions of companies' corporate social responsibility (CSR) activities in order to help organizations strategically manage their global responsibilities.Design/methodology/approachCombining institutional theory and role‐theory, the authors examine how people's expectations for the role of business (RoB) in society define the standard by which corporate activities are judged. Where conformity to institutional models confers "legitimacy" and compliance to social scripts constitutes "appropriate" behavior, the authors contend that congruence with RoB expectations is what defines corporate responsibility. This research utilized a quasi‐experimental method to explore the effects of stakeholder status and individuals' RoB expectations on their assessments of CSR activities.FindingsSignificant differences were found between stakeholder groups on all but one of the CSR activities scales. Of substantially more impact, subjects' RoB expectations were found to significantly shape their assessment on all CSR activities scales. A factor analysis of the RoB items identified five dimensions to the role business plays in society, which together define a holistic model for global responsibility.Research limitations/implicationsSubjects were recruited by convenience and randomly assigned to the four experimental conditions, so they are not representative of the general population. Future research would benefit from cross‐cultural, longitudinal and qualitative explorations into people's RoB expectations.Practical implicationsThe five RoB components provide managers with a tool to strategically manage a multi‐dimensional portfolio of corporate CSR activities.Originality/valueThis research applies role‐theory concepts to the study of CSR, thereby introducing some emergent, situational, negotiated and idiosyncratic dynamics to our understanding of global responsibility.