One hundred eleven college students participated in this two-session experiment designed to explore the origins of anti-nuclear war activism. In Session 1 participants completed questionnaires assessing a number of background characteristics and attitudes, the most important of which for this study's purpose was a measure of perceived political efficacy in the nuclear realm. One week later both the salience of the nuclear weapons issue and participants'sense of personalized risk were experimentally manipulated in a 2 X 2 X 2 (salience X risk X measured efficacy) design. Dependent measures were a behavioral intentions questionnaire and an actual opportunity to sign a petition which participants did not recognize as part of the experiment. High salience significantly increased both anti-nuclear war behavioral intentions and actual behavior as predicted. Individuals who felt highly efficacious were also significantly more likely to take action than others as predicted. A similar relation between efficacy and behavioral intentions was not found, although a salience byefficacyinteraction was. Personalized risk influenced only behavioral intentions. Finally, the relative impact of these three variables and of other background and attitudinal variables measured in the first session was explored using regression techniques.

Eight management functions influence the productivity of unit personnel differently. Although leadership of the first-line manager is the primary driving force, time and effort expended in operations detract from this unit output. Better use of second-line managers is a choice strategy to enhance productivity. Benner's model of professional development, in combination with the creation of a first-second line shared leadership operational framework, is recommended, with follow-up evaluations on unit productivity effect.