2013 ◽  
Vol 31 (3) ◽  
pp. 266-281 ◽  
Author(s):  
Heidi Fowell Christianson ◽  
Jo M. Weis ◽  
Nadya A. Fouad

2014 ◽  
Vol 77 (6) ◽  
pp. 484-491 ◽  
Author(s):  
Vicki S. Helgeson ◽  
Kerry A. Reynolds ◽  
Linda M. Siminerio ◽  
Dorothy J. Becker ◽  
Oscar Escobar

2018 ◽  
Author(s):  
Colleen Etman

The Hogarth Shakespeare Project presents a way to view Shakespeare’s plays through a different lens. These books allow for a feminist reading of Shakespeare, looking at some of Shakespeare’s ill-treated female characters to construct a new idea of female characterization. Three of the plays adapted, The Winter’s Tale, The Tempest, and The Taming of the Shrew, were adapted by female authors. By investigating how these plays are being adapted for a more contemporary audience, with modern conceptions of feminism and gender roles, we can gain insight as to how these concepts have changed since Shakespeare’s time. By looking at these modern adaptations, we can interrogate how modern audiences as a whole conceptualize and, potentially, idealize Shakespeare, as well as understanding the progression of treatment of women in contemporary culture since Shakespeare’s time. The novels addressed in this project are The Gap of Time by Jeannette Winterson, Hag-Seed by Margaret Atwood, and Vinegar Girl by Anne Tyler. The project concludes that, of the three, Vinegar Girl does the most effective job addressing the problematic aspects of its adapted play in a new way, distinguishing it from previous adaptations of The Taming of the Shrew. This project also investigates the role that adaptation theory plays in addressing Shakespeare adaptations, particularly the Hogarth Shakespeare Project.


SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.


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