Description: This article is an overview of the SOA Leadership & Development Section Council's current projects, recent accomplishments and some immediate focal points of the Leadership & Development Section Council's efforts.

Description: Article presents the basic terminology and theory of attribution theory, the theory explaining the causes that people attribute their successes and failures to. The article reviews i) typical attributions(e.g. effort, luck), ii) dimensions of attribution (controllability, stability), iii) useful and non-useful attributions, and iv) attribution retraining and v) other aspects of the theory (such as accompanying emotions)

Description: It is well established that empowerment of staff is a critical leadership trait. But what are the metrics to recognize that you have achieved it? What steps enable this achievement? Which psychological attributes explain its efficacy?This article proposes to answer these questions through a multi-disciplinary examination of empowerment in the context of three leadership domains.

Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit their responses to "What Would You Do?" This issue’s case study involved an actuarial manager facing the potential resignation of a key employee.

Description: A compilation of reader responses is presented to a real life situation posed involving a management, leadership, or other business decision. This issue’s case study involved what to do when an actuary turned in her resignation, but didn't seem excited about the prospective move.

Description: A compilation of reader responses is presented to a real life situation posed involving a management, leadership, or other business decision. This issue’s case study involved a dilemma involving an ASA who decided to stop taking exams, and communication difficulties with the Chief Actuary.

Description: A compilation of reader responses is presented to a real life situation posed involving a management, leadership, or other business decision. This issue’s case study involved an actuary who received disappointing news from his boss, and what he should do in reaction to it

Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit the irresponses to "What Would You Do?" This issue’s case study involved a staff performance issue faced by an actuary new to management.

Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit their responses to "What Would You Do?" This issue’s case study involved a communication and mentoring issue.

Description: This is the first installment of a two-part series that aims to provide valuable insights on how a new (re)insurance company can become an attractive destination for actuaries (Part I) and then how to retain them (Part II), thereby facilitating the company’s long-term growth.