Ireland 1785–1795

The Changing Peasantry of Eastern Europe by Joseph Obrebski, edited by Joel &; Barbara Halpern. Schenkman Publishing Company, Cambridge, Massachusetts, 1976. Pp. 102. $11.25 (cloth), $5.95 (paper).

The Green Flag, Polish Populist Politics, 1867–1970, by Olga A. Narkiewicz. Croom Helm Ltd., London, 1976, Pp. 313. (index and bibliography). £7.95.

Agrarian Reform and Peasant Organisation on the Ecuadorian Coast, by M. R. Redclift, University of London, Institue of Latin American Studies Monographs 8, London: The Athlone Press, 1978, Pp. xi 186, £8.

Jhagrapur: Poor Peasants and Women in a Village in Bangladesh by Jenneke Arens and Jos van Beurden, Amsterdam, 1977. Pp. 189. Np.

Wort und Begriff ‘Bauer’. Zusammenfassender Bericht über die Kolloquien der Kommission für die Altertumskunde Mìttel‐ und Nordeuropas edited by Reinhard Wenskus, Herbert Jankuhn and Klaus Grinda. Gottingen: Vandenhoeck &; Ruprecht, 1975. Pp. 262. DM 69.00.     

Not Seeing Eye to Eye on Frontline Work: Manager‐Employee Disagreement and Its Effects on Employees

The author uses nationally representative data on matched pairs of public school principals and teachers to test whether principal–teacher disagreement about the severity of school problems is associated with teacher turnover. More specifically, the author tests a managerial efficacy hypothesis that proposes that employees will be less likely to leave their jobs when their managers perceive problems to be severe, holding employees’ perceptions of the same problems constant. The author also tests a managerial buffering hypothesis that proposes that employees’ perceptions of problem severity will be more weakly related to their turnover probability when managers perceive problems to be severe. Little evidence is found for either hypothesis, raising questions about public school principals’ ability to translate problem recognition into problem remediation. More generally, the findings suggest a reexamination of the generic claim that “management matters,” which implies that public managers have the power to do things that can help employees perform their jobs well.     

Water Policy in a Time of Climate Change: Coping with Complexity

The unpredictable impacts of climate change, combined with significant social and economic changes, mean that policy analysis is becoming inordinately more complex. Coping with this increasing complexity while engaging with a full range of stakeholders and the community requires a new approach to leadership and governance. Water planners (and others involved in the planning processes) need new skills in active listening and constructive cultural behavior, and all agencies need to recognize that thinking and acting only in the interests of their own silo of responsibilities will inevitably produce suboptimal outcomes. Leadership focused on constructive behavior that recognizes and rewards generosity of spirit across disciplines and between organizations is the foundation of this new approach.