A transformational language for mutant description

Mutation testing has been used to assess the quality of test case suites by analyzing the ability in distinguishing the artifact under testing from a set of alternative artifacts, the so-called mutants. The mutants are generated from the artifact under testing by applying a set of mutant operators, which produce artifacts with simple syntactical differences. The mutant operators are usually based on typical errors that occur during the software development and can be related to a fault model. In this paper, we propose a language-named MuDeL (MUtant DEfinition Language)-for the definition of mutant operators, aiming not only at automating the mutant generation, but also at providing precision and formality to the operator definition. The proposed language is based on concepts from transformational and logical programming paradigms, as well as from context-free grammar theory. Denotational semantics formal framework is employed to define the semantics of the MuDeL language. We also describe a system-named mudelgen-developed to support the use of this language. An executable representation of the denotational semantics of the language is used to check the correctness of the implementation of mudelgen. At the very end, a mutant generator module is produced, which can be incorporated into a specific mutant tool/environment. (C) 2008 Elsevier Ltd. All rights reserved.

Leader-organization fit: comparing the effectiveness of paternalistic and transformational leadership in different organizational cultures

Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

The Importance of Affirmative Action in the 21st Century: Building Transformational Alliances with Constituencies Across the Power Structure for Scholars, Students and Staff of Color at Predominantly European American Institutions.

The purpose of this session is to reject the notion that proactive Affirmative Action strategic plans are no longer needed at predominantly European American Institutions. Data reveal an inverse relationship between creating successful strategic plans for inclusion and negative reactions from the power structure.

Ted Schwinden, Reflections on Montana’s Years of Transformational Change

Ted Schwinden, Montana’s 19th Governor (1981-89), was deeply involved in the major transformational changes in Montana and its government between 1959 and 1989. From when he first went to the Legislature in 1959, though his tenure as State Lands Commissioner for both Governor Forrest Anderson and Governor Tom Judge, his four years as Lieutenant Governor with Governor Judge, and his own eight-year tenure as Governor, Ted Schwinden was present at the creation of much major change in Montana during that transformational period. This 136 minute video reflection was filmed on August 26, 2013 in Helena, MT, at the home of Dore Schwinden, Ted’s son, and is an interview/discussion with Evan Barrett of Highlands College/Montana Tech. Barrett was himself a lesser participant and observer of much of that period of change. He has spent the last forty-four years at the top level of Montana government, politics, economic development and education. The film is the first of a number of Montana Historical Films planned by Barrett and was done as a part of Barrett’s class at Highlands College in Fall Semester 2013: “20th Century Montana – People, Policies & Perspectives.”

The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification

In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness-connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema. (c) 2005 Elsevier Inc. All rights reserved.

Transformational leadership within virtual teams: Examining the mediating influence of trust and role clarity for performance and knowledge sharing

Virtual teams differ from tradidonal, co-located teams in that they primarily communicate via informadon technolog}' such as email, video conferencing and web based coUaboradve environments rather than in a face-to-face medium. There has been a lack of empirical research into the influence that leadership has within virtual teams upon key outcomes such as performance and knowledge sharing. This paper examines antecedents of knowledge sharing and performance, namely role clarit)' and trust in a team leader. We predicted that transformadonal leadership would posidvely influence both performance and knowledge sharing within virtual teams. We also h^'pothesised that trust in a leader and role clarit)' would mediate both the associadon between transformadonal leadership and performance as well as the associadon between transformadonal leadership and knowledge sharing within virtual teams. Data was collected from a public sector organisadon using virtual teams, Pardcipants responded to a self-report quesdonnaire. Supervisor radngs of performance and knowledge sharing were also obtained. In general we found support for a posidve reladonship between transformadonal leadership and performance and knowledge sharing within virtual teams. Using mediated muldple regression, we found support for the mediadng role of trust in the leader and role clarit}' between transformadonal leadership and performance and knowledge sharing. Implicadons of the results are provided.

A model of service performance enhancement:the role of transactional and transformational leadership

This paper is concerned with the ways in which transactional and transformational leadership styles can improve the service performance of front-line staff. Past literature on services marketing has indicated the importance of leadership but has largely ignored the parallel literature in which leadership styles have been conceptualized and operationalized (e.g., sales management, organizational psychology). This paper seeks to build upon existing services marketing theory by introducing the role of leadership styles in enhancing service performance. Consequently, a conceptual framework of the effect of transactional and transformational leadership styles on service performance, anchored in a crossdisciplinary literature review, is developed. Managerial implications and future research directions are also discussed.

A model of transactional and transformational leadership for services personnel

This paper is concerned with the effects that leadership styles (i.e., transactional and transformational) can have upon the level of front-line employees’ service delivery quality. Previous literature has mostly looked at leadership and its effects upon subordinates within a sales, psychology, or human resources context. However, due to the idiosyncrasies inherent in services (i.e., intangibility, heterogeneity, perishability, and inseparability), it is likely that, in such a context, different leadership styles will effect performance outcomes. Consequently, this paper seeks to expand the services marketing literature by developing a conceptual framework of leadership style effects adapted to the field of services marketing. Of particular importance are the effects that leadership styles have upon front-line employee “motivators” and service-related job outcomes. Specific hypotheses are developed and future research directions are also presented for consideration.

Enhancing service performance through transformational and transactional leadership styles

This paper is concerned with the effects that leadership styles can have upon service performance of front-line staff. Past literature on services marketing has indicated the importance of leadership but has largely ignored the parallel literature in which leadership styles have been conceptualized and operationalized (e.g., sales management, organizational psychology). Consequently, this paper develops a conceptual framework of the effect of leadership styles on service performance anchored in a cross-disciplinary literature review. Specific hypotheses are proposed and future research directions are presented.

The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification

In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness–connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema.