The school-to-work transition in England and Wales Evidence from a pooled cross-sectional analysis

Includes bibliographical referencesAvailable from British Library Document Supply Centre- DSC:3597. 379(6/03) / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Measuring teaching efficiency in higher education An application of data envelopment analysis to graduates from UK universities 1993

Includes bibliographical referencesAvailable from British Library Document Supply Centre- DSC:3597. 379(7/03) / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

A longitudinal analysis of the decision to drop out of post-compulsory education

Includes bibliographical referencesAvailable from British Library Document Supply Centre- DSC:3597. 379(10/03) / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Transition from school to first job The influence of educational attainment

Includes bibliographical referencesSIGLEAvailable from British Library Document Supply Centre- DSC:3597. 379(9/03) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Supplementary material from "A liar and a copycat: nonverbal coordination increases with lie difficulty"

Studies of the nonverbal correlates of deception tend to examine liars' behaviours as independent from the behaviour of the interviewer, ignoring joint action. To address this gap, Experiment 1 examined the effect of telling a truth and easy, difficult and very difficult lies on nonverbal coordination. Nonverbal coordination was measured automatically by applying a dynamic time warping algorithm to motion-capture data. In Experiment 2, interviewees also received instructions that influenced the attention they paid to either the nonverbal or verbal behaviour of the interviewer. Results from both experiments found that interviewer–interviewee nonverbal coordination increased with lie difficulty. This increase was not influenced by the degree to which interviewees paid attention to their nonverbal behaviour, nor by the degree of interviewer's suspicion. Our findings are consistent with the broader proposition that people rely on automated processes such as mimicry when under cognitive load

Supplementary material from "A liar and a copycat: nonverbal coordination increases with lie difficulty"

Studies of the nonverbal correlates of deception tend to examine liars' behaviours as independent from the behaviour of the interviewer, ignoring joint action. To address this gap, Experiment 1 examined the effect of telling a truth and easy, difficult and very difficult lies on nonverbal coordination. Nonverbal coordination was measured automatically by applying a dynamic time warping algorithm to motion-capture data. In Experiment 2, interviewees also received instructions that influenced the attention they paid to either the nonverbal or verbal behaviour of the interviewer. Results from both experiments found that interviewer–interviewee nonverbal coordination increased with lie difficulty. This increase was not influenced by the degree to which interviewees paid attention to their nonverbal behaviour, nor by the degree of interviewer's suspicion. Our findings are consistent with the broader proposition that people rely on automated processes such as mimicry when under cognitive load

Exploring distributed leadership in the small business context

Entrepreneurial ventures are often established, controlled and led through the commitment of individuals. This article problematizes the nature of the form of leadership relevant for the small business as it matures. In this way, it explores the temporal dimension to the appropriateness of distributed leadership in the context of the entrepreneurial business. The authors critique the opportunity that distributed leadership can bring to the maturing business. They illuminate a dilemma for entrepreneurs as to whether they should give up control for a broader distributed process of leading or continue a practice of leading that resonates with their essence of being entrepreneurial – independent, controlling responsive and opportunity driven. This dilemma is addressed by suggesting the contextualization of distributed leadership may offer the maturing business. The article concludes by reviewing development approaches that contextualize intervention and suggests a research agenda to contribute to a greater understanding of how leadership can become distributed in the maturing business