Mandler, Jewish Transport Leader, Beaten Up by Jews Artworks

postwar creation

Leaders' personal wisdom and leader-member exchange quality: The role of individualized consideration

Business scholars have recently proposed that the virtue of personal wisdom may predict leadership behaviors and the quality of leader–follower relationships. This study investigated relationships among leaders’ personal wisdom—defined as the integration of advanced cognitive, reflective, and affective personality characteristics (Ardelt, Hum Dev 47:257–285, 2004)—transformational leadership behaviors, and leader–member exchange (LMX) quality. It was hypothesized that leaders’ personal wisdom positively predicts LMX quality and that intellectual stimulation and individualized consideration, two dimensions of transformational leadership, mediate this relationship. Data came from 75 religious leaders and 1–3 employees of each leader (N = 158). Results showed that leaders’ personal wisdom had a positive indirect effect on follower ratings of LMX quality through individualized consideration, even after controlling for Big Five personality traits, emotional intelligence, and narcissism. In contrast, intellectual stimulation and the other two dimensions of transformational leadership (idealized influence and inspirational motivation) did not mediate the positive relationship between leaders’ personal wisdom and LMX quality. Implications for future research on personal wisdom and leadership are discussed, and some tentative suggestions for leadership development are outlined.

Establishing the next generation at work: Leader generativity as a moderator of the relationships between leader age, leader-member exchange, and leadership success

In this study, the authors investigated leader generativity as a moderator of the relationships between leader age, leader-member exchange, and three criteria of leadership success (follower perceptions of leader effectiveness, follower satisfaction with leader, and follower extra effort). Data came from 128 university professors paired with one research assistant each. Results showed positive relationships between leader age and leader generativity, and negative relationships between leader age and follower perceptions of leader effectiveness and follower extra effort. Consistent with expectations based on leadership categorization theory, leader generativity moderated the relationships between leader age and all three criteria of leadership success, such that leaders high in generativity were better able to maintain high levels of leadership success at higher ages than leaders low in generativity. Finally, results of mediated moderation analyses showed that leader-member exchange quality mediated these moderating effects. The findings suggest that, in combination, leader age and the age-related construct of generativity importantly influence leadership processes and outcomes. © 2011 American Psychological Association.

Ermano Loevinson, leader of excursion, with unidentified group members; Ostia Portraits Groups

Digital Image

Printing announcement: The Hebrew Leader

Announcement of the printing of the Hebrew Leader from Simeon N. Leo, M.D. Printed as a postcard on back.

EU Multi-level Governance in the Making - The Community Initiative LEADER+ in Finland and Germany

In order to fully understand the process of European integration it is of paramount importance to consider developments at the sub-national and local level. EU integration scholars shifted their attention to the local level only at the beginning of the 1990s with the concept of multi-level governance (MLG). While MLG is the first concept to scrutinise the position of local levels of public administration and other actors within the EU polity, I perceive it as too optimistic in the degree of influence it ascribes to local levels. Thus, learning from and combining MLG with other concepts, such as structural constructivism, helps to reveal some of the hidden aspects of EU integration and paint a more realistic picture of multi-level interaction. This thesis also answers the call for more case studies in order to conceptualise MLG further. After a critical study of theories and concepts of European integration, above all, MLG, I will analyse sub-national and local government in Finland and Germany. I show how the sub-national level and local governments are embedded in the EU s multi-level structure of governance and how, through EU integration, those levels have been empowered but also how their scope of action has partially decreased. After theoretical and institutional contextualisation, I present the results of my empirical study of the EU s Community Initiative LEADER+. LEADER stands for Liaison Entre Actions de Développement de l'Économie Rurale , and aims at improving the economic conditions in Europe s rural areas. I was interested in how different actors construct and shape EU financed rural development, especially in how local actors organised in so-called local action groups (LAGs) cooperate with other administrative units within the LEADER+ administrative chain. I also examined intra-institutional relations within those groups, in order to find out who are the most influential and powerful actors within them. Empirical data on the Finnish and German LAGs was first gathered through a survey, which was then supplemented and completed by interviewing LAG members, LAG-managers, several civil servants from Finnish and German decision-making and managing authorities and a civil servant from the EU Commission. My main argument is that in both Germany and Finland, the Community Initiative LEADER+ offered a space for multi-level interaction and local-level involvement, a space that on the one hand consists of highly motivated people actively contributing to the improvement of the quality of life and economy in Europe s countryside but which is dependent and also restricted by national administrative practices, implementation approaches and cultures on the other. In Finland, the principle of tri-partition (kolmikantaperiaatte) in organising the executive committees of LAGs is very noticeable. In comparison to Germany, for instance, the representation of public administration in those committees is much more limited due to this principle. Furthermore, the mobilisation of local residents and the bringing together of actors from the local area with different social and institutional backgrounds to become an active part of LEADER+ was more successful in Finland than in Germany. Tri-partition as applied in Finland should serve as a model for similar policies in other EU member states. EU integration changed the formal and informal inter-institutional relations linking the different levels of government. The third sector including non-governmental institutions and interest groups gained access to policy-making processes and increasingly interact with government institutions at all levels of public administration. These developments do not necessarily result in the empowering of the local level.

Synthesis of leader RNA and editing of P mRNA during transcription by rinderpest virus

Purified rinderpest virus was earlier shown to transcribe in vitro, all virus-specific mRNAs with the promoter-proximal N mRNA being the most abundant. Presently, this transcription system has been shown to synthesize full length monocistronic mRNAs comparable to those made in infected cells. Small quantities of bi- and tricistronic mRNAs are also synthesized. Rinderpest virus synthesizes in vitro, a leader RNA of not, vert, similar 55 nucleotides in length. Purified rinderpest virus also exhibits RNA editing activity during the synthesis of P mRNA as shown by primer extension analysis of the mRNA products.

Leader - Follower Relations In An Intercultural Chinese Context - Personal, Interpersonal and Behavioural Influences and Impact on Work Contribution

The successful interaction between leaders and their followers is central to the overall functioning of a company. The increasingly multinational nature of modern business and the resulting multicultural and increasingly heterogeneous workforce imposes specific challenges to the development of high-quality work relationships. The Western multinational companies that have started operations in China are facing these challenges. This study examines the quality of leader-follower relationships between Western expatriate leaders and their Chinese followers as well as between Chinese leaders and their Chinese followers in Western-owned subsidiaries in China. The focus is on the influence of personal, interpersonal and behavioural factors (personality, values, cultural knowledge, perceived and actual similarity, interactional justice, and follower performance) and the work-related implications of these relationships (job attitudes and organisational citizenship behaviour). One interesting finding of this study is that Chinese followers have higher perceptions of their Western than their Chinese leaders. The results also indicate that Chinese and Western leaders’ perceptions of their followers are not influenced favourably by the same follower characteristics. In a similar vein, Chinese followers value different traits in Western versus Chinese leaders. These results, as well as the numerous more specific findings of the study, have practical implications for international human resource management and areas such as selection, placement and training. Due to the different effect of personal and interpersonal factors across groups, it is difficult to achieve the “perfect match” between leader and follower characteristics that simultaneously contribute to high-quality relationships for Chinese and Western leaders as well as for followers. However, the results indicate that the ability of organisations to enhance the quality of leader-follower relations by selecting and matching people with suitable characteristics may provide an effective means for organisations to increase positive job attitudes and hence influence work-related outcomes.

A Physical Model for Inception and Propagation of Upward Lightning Leader from a 1200 kV AC Power Transmission Line

UHV power transmission lines have high probability of shielding failure due to their higher height, larger exposure area and high operating voltage. Lightning upward leader inception and propagation is an integral part of lightning shielding failure analysis and need to be studied in detail. In this paper a model for lightning attachment has been proposed based on the present knowledge of lightning physics. Leader inception is modeled based on the corona charge present near the conductor region and the propagation model is based on the correlation between the lightning induced voltage on the conductor and the drop along the upward leader channel. The inception model developed is compared with previous inception models and the results obtained using the present and previous models are comparable. Lightning striking distances (final jump) for various return stroke current were computed for different conductor heights. The computed striking distance values showed good correlation with the values calculated using the equation proposed by the IEEE working group for the applicable conductor heights of up to 8 m. The model is applied to a 1200 kV AC power transmission line and inception of the upward leader is analyzed for this configuration.

The vocation of the business leader

Resumen: El autor enfatiza la calidad moral del mundo de los negocios; destacando la importancia del reconocimiento de la vocación cristiana del empresario que lo dignifica y le impone obligaciones. Luego explica las ideas que considera claves en el documento: la afirmación de que el líder de negocios tiene un llamado divino para administrar los recursos y que es además un agente de la justicia. A continuación, sostiene que el líder debe respetar la dignidad humana y el bien común, para lo cual debe seguir seis principios rectores. Finalmente, destaca la parte final del documento, “Examen de conciencia”, como el aporte más valioso, puesto que invita a los líderes empresariales a llevar a la práctica laboral su vocación cristiana

Technology in higher education: defining the strategic leader

A joint report between Jisc and EDUCAUSE on the changing role of the IT leader.

Building digital capability: Being an effective digital leader

This is a version of the Jisc ‘Six Elements of Digital Capabilities’ model, specifically to support Jisc’s members in the area of Digital Leadership. It is one example of the base model being used in a particular context and is not meant to be definitive.

Evaluation of a Pound Net Leader Designed to Reduce Sea Turtle Bycatch

Offshore pound net leaders in the southern portion of Chesapeake Bay in Virginia waters were documented to incidentally take protected loggerhead, Caretta caretta, and Kemp’s ridley, Lepidochelys kempii, sea turtles. Because of these losses, NOAA’s National Marine Fisheries Service (NMFS) in 2004 closed the area to offshore pound net leaders annually from 6 May to 15 July and initiated a study of an experimental leader design that replaced the top two-thirds of the traditional mesh panel leader with vertical ropes (0.95 cm) spaced 61 cm apart. This experimental leader was tested on four pound net sites on the eastern shore of Chesapeake Bay in 2004 and 2005. During the 2 trial periods, 21 loggerhead and Kemp’s ridley sea turtles were found interacting with the control leader and 1 leatherback turtle, Dermochelys coriacea, was found interacting with the experimental leader. Results of a negative binomial regression analysis comparing the two leader designs found the experimental leader significantly reduced sea turtle interactions (p=0.03). Finfish were sampled from the pound nets in the study to assess finfish catch performance differences between the two leader designs. Although the conclusions from this element of the experiment are not robust, paired t-test and Wilcoxon signed rank test results determined no significant harvest weight difference between the two leaders. Kolmogorov-Smirnov tests did not reveal any substantive size selectivity differences between the two leaders.