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Intro -- Contents -- Preface -- Chapter 1 -- Federal Information Security and Data Breach Notification Laws* -- Summary -- Background -- Federal Information Security and Data Breach Notification Laws -- Federal Sector -- Privacy Act -- Federal Information Security Management Act -- Office of Management and Budget "Breach Notification Policy" -- Veterans Affairs Information Security Act -- Private Sector -- Health Insurance Portability and Accountability Act -- Privacy Standard -- Security Standard -- Subtitle D (Privacy) of Title XIII of the ARRA -- Application of the HIPAA Security Provisions and -- Penalties to Business Associates -- Breach Notification -- Notice of Unauthorized Disclosure of Protected Health Information -- Notice of Unauthorized Disclosure of Personal Health Records -- Gramm-Leach-Bliley Act -- Privacy Rule -- FTC Safeguards Rule -- Information Security Guidelines -- Response Programs for Unauthorized Access to Customer Information and Customer Notice -- Federal Trade Commission Act -- Fair Credit Reporting Act, as Amended by the Fair and Accurate Transactions Act -- Payment Card Industry Data Security Standard -- End Notes -- Chapter 2 -- Privacy Protection for Customer Financial Information* -- Summary -- Background -- Federal Laws Governing Consumer Financial Information Held by Financial Companies -- Gramm-Leach-Bliley's Privacy Provisions -- Public and Industry Reaction -- The European Union Data Directive -- The Role of the CFPB and the 112th Congress -- End Notes -- Chapter 3 -- Online Data Collection and Disclosure to Private Entities: Selected Federal Laws and Self-Regulatory Regimes* -- Summary -- Introduction -- Current Laws -- Federal Trade Commission Act -- Electronic Communications Privacy Act -- The Wiretap Act -- The Online Advertising Provider -- The Internet Service Provider (ISP)

This paper presents three studies exploring the relationship between performance psychology variables and performance within a UK Government Executive Agency during substantial organizational change. Study 1 examined relationships between transformational leadership behaviours, emotional intelligence (EI), cohesion, and team performance. Task cohesion interacted with EI to predict performance. Specifically, it was found that use of emotions for performance partially mediated the relationship between cohesion and team performance. Study 2 interviewed team leaders about their EI and leadership behaviours and how these influenced cohesion and performance during this organizational change. Team leaders reported using a number of different strategies with their team for cohesion and performance benefits. Study 3 interviewed the head and deputy head of the leaders from studies 1 and 2 about how our findings had been received and were being used. Reported findings from studies 1 and 2 resonated well with the head and deputy, and had been used to develop a leadership charter and skills matrix to monitor leadership behaviours and identify areas for improvement. These studies offer a unique insight into the behaviours of team leaders within the agency, emphasizing the perceived importance of effective leader behaviours and EI for team member cohesion and performance.