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E D I T O R S N O T E S

Happiness is a journey, not a destination, or so the old

adage goes. AtJournal of Leadership Studies,we have had

a successful journey for two years and with this issue

proudly begin our third year of publication. Like any

commencement, we are looking to our future while

honoring the past. By thanking the many authors and

reviewers and the Wiley publishing team, all of whom

contributed to this past, we hope to acknowledge that

without their combined contributions, this journal

would not exist.The authors published in Volume 2 numbered more

than 50 and came from countries around the world, in-

cluding Japan, Spain, China, Greece, the United Arab

Emirates, Canada, and the United States. Whether writ-

ing feature articles, essays for symposia, or book and

media reviews, these individuals placed their trust in us

to treat their contributions with respect and care, and

we hope we exceeded their expectations. Many of the

articles published were collaborations with two or more

authors, who, by engaging in research across diverse dis-

ciplines, broadened leadership studies and gave rise tofresh insights and approaches.

As a refereed publication,Journal of Leadership Stud-

iesdepends on qualified individuals to serve as manu-

script reviewers. Peer reviewers have a vital role in

contributing to the interdisciplinary field of leadership

studies in that they help determine the quality and na-

ture of research by offering an independent assessment

free of real or perceived conflict of interest. Our review-

ers, listed at the end of these notes, together with the

members of our Editorial Review Board, whose names

appear on the masthead, bring not only knowledge,

experience, and rigor from their respective fields but also

expertise in specific methods and designs of social sci-

ence research. Moreover, the reviewers impart patience

and passion to our publication process. Their evalua-

tions and feedback set the standard for meritorious inter-

disciplinary research in leadership. They also frequently

provide extensive editing and encouragement as well,

and authors consistently write to us attesting to the value

of reviewers guidance and commentary on their work.

We also want to express appreciation for the team at

John Wiley & Sons: Susan Lewis, publisher; David

Famiano, editor; and Eileen Gewirtzman, production

editor, who bring their experience and commitment to

quality to every issue.In this issue, we continue our tradition of publishing

international and interdisciplinary research. Lankau and

Chung examine managers from the hospitality industry

across four cultural groupsAmericans, Europeans,

Asians, and Latin Americansto rate successful middle

managers and explore Americans stereotypes of

ethnic managers compared with prototypes held by man-

agers from other ethnic cultures. Frawley presents signif-

icant insights into the unique relationship between

educational systems and their leadership in Southeast

Asia. Undung and de Guzman, writing from the Philip-pines, examine the role of empathy in educational lead-

ership practice. In a mixed-method study, Kangas assesses

the relationship between organizational culture type and

continuous knowledge management initiatives in a global

enterprise. Olson and Jackson examine how to expand

the leadership pipeline with formal mentoring pro-

grams that take into account racial, ethnic, gender, and

cultural diversity. The inclusion of a symposium intended

to stimulate dialogue among both scholars and practi-

tioners about how leaders can create or destroy talent in

an organization not only is thought-provoking but it also

contributes to our tradition of embracing the affective as

well as cognitive domains in our discourse.

As we look to the future, we aspire to continue our ex-

pansion to make much-needed and positive contributions

JOURNAL OF LEADERSHIP STUDIES, Volume 3, Number 1, 2009

2009 University of Phoenix

Published online in Wiley InterScience (www.interscience.wiley.com) DOI:10.1002/jls.20090 5

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6 JOURNAL OF LEADERSHIP STUDIES Volume 3 Number 1 DOI:10.1002/jls

to leadership studies, and also to fulfill our stewardship of

the interdiscipline.

We hope you will join us on the journey.

The Editors

Peer Reviewers For Volume 2

The editors would like to thank the following individ-

uals who served as peer reviewers for Volume 2

ofJournal of Leadership Studies. Their contribution of

knowledge and expertise is deeply appreciated.

Phillip Davidson

Timothy Delicath

Richard DeParis

George Graham

Jonatan Jelen

Jane LillestolBrent Muirhead

Chris Roberts

Ruby Rouse

Richard Schuttler

Marilyn Simon

Norma Turner

Louise Underdahl