This paper examines the leadership of extreme action teams-teams whose highly skilled members cooperate to perform urgent, unpredictable, interdependent, and highly consequential tasks while simultaneously coping with frequent changes in team composition and training their teams' novice members. Our qualitative investigation of the leadership of extreme action medical teams in an emergency trauma center revealed a hierarchical, deindividualized system of shared leadership. At the heart of this system is dynamic delegation: senior leaders' rapid and repeated delegation of the active leadership role to and withdrawal of the active leadership role from more junior leaders of the team. Our findings suggest that dynamic delegation enhances extreme action teams' ability to perform reliably while also building their novice team members' skills. We highlight the contingencies that guide senior leaders' delegation and withdrawal of the active leadership role, as well as the values and structures that motivate and enable the shared, ongoing practice of dynamic delegation. Further, we suggest that extreme action teams and other "improvisational" organizational units may achieve swift coordination and reliable performance by melding hierarchical and bureaucratic role-based structures with flexibility-enhancing processes. The insights emerging from our findings at once extend and challenge prior leadership theory and research, paving the way for further theory development and research on team leadership in dynamic settings.

This study is an attempt to replicate and extend research on employment discrimination by A. P. Brief and colleagues (A. P. Brief, J. Dietz, R. R. Cohen, S. D. Pugh, & J. B. Vaslow, 2000). More specifically, the authors attempted (a) to constructively replicate the prior finding that an explicit measure of modern racism would interact with a corporate climate for racial bias to predict discrimination in a hiring context and (b) to extend this finding through the measurement of implicit racist attitudes and motivation to control prejudice. Although the authors were unable to replicate the earlier interaction, they did illustrate that implicit racist attitudes interacted with a climate for racial bias to predict discrimination. Further, results partially illustrate that motivation to control prejudice moderates the relationship between explicit and implicit attitudes. Taken together, the findings illustrate the differences between implicit and explicit racial attitudes in predicting discriminatory behavior.

Applicant attraction is vital to the success of an organization. Despite its importance, however, research on it has tended to proceed in a relatively piecemeal way. Accordingly, the authors present a framework for attraction research through an examination of the underlying relevant theories. Specifically, they identify three overarching metatheories focusing on environment processing, interactionist processing, and self-processing that form the basis for their theoretical model. The authors conclude with an examination of future research directions.

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