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AbstractCommunity health intervention methods, objectives, and contexts are linked to evaluation issues, and some options for addressing these issues are suggested.

This article focuses on the distinction between needs assessment and demand assessment and presents a methodology for operationalizing and measuring demands. We report the results of a survey of a national sample of 32 university and college administrators to assess their need and demand for an adult student opinion package. The study was noteworthy for its differentiation of need for a service (i.e., interest in the service) and demand for a service (i.e., willingness to pay), and its attempt to determine the cost at which demand decreased significantly in relation to need for various evaluation services. The results indicated that levels of need and demand are positively related but not identical. The article concludes with a discussion of the demand concept, a critique of our operationalization of the concept, and a discussion of the use of the results of the study.

Praise for Discovering the Leader in You"An excellent guide for both new and seasoned leaders on the unique and complex challenges of leadership in the twenty-first century. This well-written, concise book will take you through the steps needed to make conscious, deliberate leadership choices in our 24/7 world of constant access and rapid change-choices that will help you better shape and control the influence you want to have."--Molly Corbett Broad, president, American Council on Education"All great leaders strive for excellence by committing and periodically recommitting to self-improvement. In Discovering the Leader in You, the authors help leaders hone their awareness of self and environment in this must-read guide on the journey to betterment."--Risa Lavizzo-Mourey, president, Robert Wood Johnson Foundation "An effective leader must have keen self-awareness, which can only be obtained through a systematic process of self-discovery and evaluation. This book will take you through a proven discovery process that will help hone your leadership skills. I highly recommend it."--Donna Noce, president, White House Black Market "Discovering the Leader in You isn't about finding what's inside you or recovering what you've lost. It's about recognizing your situation, embracing its challenges, and making the necessary changes to overcome the challenges you face. This book helps leaders at all levels frame leadership discovery as a choice-a decision to make a difference to improve the lives of other people. Leadership is essential no matter the situation."--General James D. Thurman, commanding general, U.S. Army Forces Command"Leaders can make or break an organization. With Discovering the Leader in You, the authors supply us with a systematic approach to excelling as a leader. The principles defined in this book can help you become the effective, impactful leader you want to be!"-Eric Wiseman, chairman, president, and CEO, VF Corporation"Discover who you are as a leader with the world's top experts on the subject!"--Marshall Goldsmith

Changing political and economic forces in 1 tobacco-dependent state, North Carolina, demonstrate how the interplay between these forces and public health priorities has shaped current allocation of Master Settlement Agreement funds. Allocation patterns demonstrate lawmakers' changing priorities in response to changes in the economic climate; some of the agreement's funds targeted to tobacco farmers appear to reflect objectives favored by tobacco manufacturers.

PurposeThe theoretical and practical criticality of self‐talk for leader success receives extensive multidisciplinary discussion, without a great deal of empirical research given the challenge of assessing actual self‐talk. The purpose of this paper is to advance research and theory on self‐leadership by examining leader self‐talk and its relationship to effectiveness and strain.Design/methodology/approachIn total, 189 senior executives' self‐addressed, future‐oriented letters were collected. The executives wrote these letters to themselves for their own personal development; thus, the language used represented a form of naturally occurring self‐talk. Two types of self‐talk were coded: constructive and dysfunctional. Supervisor and direct report ratings of leadership of others and creativity and self‐ratings of job strain were collected.FindingsExtensive variability among leaders in constructive self‐talk was found. Exemplars of constructive and dysfunctional self‐talk are presented. Constructive self‐talk positively related to effective leadership of others and creativity/originality as evaluated by subordinates and superiors and was negatively related to job strain. Dysfunctional self‐talk related negatively to creativity/originality.Originality/valueIn addition to illustrating the types of self‐talk used by leaders, research is extended by providing some of the first empirical evidence of how leaders' free‐flowing thoughts are related to their effectiveness and their overall well‐being, lending direct support to a principal proposition from the self‐leadership framework.