"TRB's Airport Cooperative Research Program (ACRP) Report 75: Airport Leadership Development Program is designed to assist existing and future airport leaders to assess, obtain, and refine airport-industry leadership skills. The program includes forms for a full 360-degree individual assessment of core leadership traits. A complete facilitator guide with Microsoft PowerPoint presentations and participant workbooks and materials are also included on the CD-ROM that accompanies the print version of the report. The CD-ROM is also available for download from TRB's website as an ISO image. Links to the ISO image and instructions for burning a CD-ROM from an ISO image are provided below."--Publication info.
TRB's Airport Cooperative Research Program (ACRP) Synthesis 19: Airport Revenue Diversification explores the different sources of revenue for airports, separating core aeronautical revenue from ancillary revenues. The report also examines ways that airports have diversified activities and highlights the challenges that arise when non-aeronautical activity is proposed on land that is subject to Federal Aviation Administration grants obligations and assurances.
"TRB's Airport Cooperative Research Program (ACRP) Report 85: Developing and Maintaining Support for Your Airport Capacity Project is designed to help airport sponsors respond to the many challenges they face when undertaking a significant capacity improvement project. The report outlines a typical project life cycle and describes project process activities and organizational activities that support and complement the technical process. The report also offers guidance for identifying, understanding, and working with various stakeholders."--Publisher's description.
The study explored the perception of executive coaching among the chief executive officers (CEOs) of America's largest 500 companies as shown on Fortune magazine list of April 15, 2002. This study utilized an instrument of 12 questions. The questionnaire was sent to the CEOs of the top 500 American companies. A cover letter and a self-addressed, postage-paid envelope were provided. Attribute responses were coded and analyzed using several descriptive statistical tool. Out of the 500 targeted CEOs, 143 participated in this study. Seventy-six percent of the respondents demonstrated a good understanding of the basic concepts of executive coaching. Eighty-three percent were able to distinguish coaching from consulting, 61% stated that coaching can make their life somewhat better, 49% agreed on the idea of hiring executive coaches, and 32% declared that they had hired coaches. Those who never hired a coach showed a great deal of willingness (37%) to hire one. Sixty-two percent of the respondents indicated a preference for coaches from outside their organizations, 51% would search for one through human resources, 31% preferred sites off their company premises for coaching sessions, and 43% would keep their coaching relationship confidential.Thirty-nine percent of the participants expressed the belief that coaching should not be limited to a specific management level, and 37% said they supported research related to executive coaching. Based on these findings, executive coaching can be considered as a worthwhile investment. Future studies may take a closer look at the details and characteristics of the coaching session, and may explore what is called the "trusted advisor," someone who is believed to be much closer to the client than is the coach.
