Instrumental leadership: An extension of the Full-Range Leadership Theory

From a theoretical perspective, an extension to the Full Range leadership Theory (FRLT) seems needed. In this paper, we explain why instrumental leadership--a class of leadership includes leader behaviors focusing on task and strategic aspects that are neither values nor exchange oriented--can fulfill this extension. Instrument leadership is composed of four factors: environmental monitoring, strategy formulation and implementation, path-goal facilitation and outcome monitoring; these aspects of leadership are currently not included in any of the FRLT's nine leadership scales (as measured by the MLQ--Multifactor Leadership Questionnaire). We present results from two empirical studies using very large samples from a wide array of countries (N > 3,000) to examine the factorial, discriminant and criterion-related validity of the instrumental leadership scales. We find support for a four-factor instrumental leadership model, which explains incremental variance in leader outcomes in over and above transactional and transformational leadership.

TIMS measurements of full range of natural Ca isotopes with internally consistent fractionation correction

This study presents static measurements of the Ca isotopic composition of standard reference materials SRM 915 a/b on a Triton Plus™ thermal ionization mass spectrometer with a specially developed Faraday cup array allowing simultaneous measurement of 40Ca and 48Ca. The total amount of Ca in all analyses was kept < 1 µg. With this setup the measurement uncertainties were 0.06 ‰ for 40Ca/44Ca and 0.12 ‰ for 48Ca/40Ca. Measuring all isotopes simultaneously better allows to test the internal consistency of different Ca isotope abundances reported in the literature. The exponential law was observed to correct incompletely instrumental mass fractionation. An improved fractionation correction based on the exponential law is proposed. It changes the 40Ca/44Ca ratio of SRM 915a (corrected relative to 42Ca/44Ca = 0.31221; 48Ca/44Ca = 0.08871) from 47.1635 ± 0.0028 to 47.1649 ± 0.0047. The measurements of SRM 915b were performed with different analytical conditions (runs were prolonged till complete filament load depletion). Even if the 40Ca/44Ca ratio of SRM 915b, when corrected with the simple exponential law, appears different (47.1532 ± 0.0038) from that of SRM 915a, it becomes coincident (47.1613 ± 0.0028) when corrected with a second-order refinement. This supports the use of the improved exponential law to obtain internally consistent Ca isotope ratio for natural samples.

Refinery Nonconventional Feedstocks: Influence of the Coprocessing of Vacuum Gas Oil and Low Density Polyethylene in Fluid Catalytic Cracking Unit on Full Range Gasoline Composition

Gasoline coming from refinery fluid catalytic cracking (FCC) unit is a major contributor to the total commercial grade gasoline pool. The contents of the FCC gasoline are primarily paraffins, naphthenes, olefins, aromatics, and undesirables such as sulfur and sulfur containing compounds in low quantities. The proportions of these components in the FCC gasoline invariable determine its quality as well as the performance of the associated downstream units. The increasing demand for cleaner and lighter fuels significantly influences the need not only for novel processing technologies but also for alternative refinery and petrochemical feedstocks. Current and future clean gasoline requirements include increased isoparaffins contents, reduced olefin contents, reduced aromatics, reduced benzene, and reduced sulfur contents. The present study is aimed at investigating the effect of processing an unconventional refinery feedstock, composed of blend of vacuum gas oil (VGO) and low density polyethylene (LDPE) on FCC full range gasoline yields and compositional spectrum including its paraffins, isoparaffins, olefins, napthenes, and aromatics contents distribution within a range of operating variables of temperature (500–700 °C) and catalyst-feed oil ratio (CFR 5–10) using spent equilibrium FCC Y-zeolite based catalyst in a FCC pilot plant operated at the University of Alicante’s Research Institute of Chemical Process Engineering (RICPE). The coprocessing of the oil-polymer blend led to the production of gasoline with very similar yields and compositions as those obtained from the base oil, albeit, in some cases, the contribution of the feed polymer content as well as the processing variables on the gasoline compositional spectrum were appreciated. Carbon content analysis showed a higher fraction of the C9–C12 compounds at all catalyst rates employed and for both feedstocks. The gasoline’s paraffinicity, olefinicity, and degrees of branching of the paraffins and olefins were also affected in various degrees by the scale of operating severity. In the majority of the cases, the gasoline aromatics tended toward the decrease as the reactor temperature was increased. While the paraffins and iso-paraffins gasoline contents were relatively stable at around 5 % wt, the olefin contents on the other hand generally increased with increase in the FCC reactor temperature.

Liderazgo de Rango Total: revisión teórica del modelo

En el ámbito organizacional es necesario interiorizar y aplicar conceptos que generen herramientas que hagan posible el adecuado funcionamiento de las empresas a efectos de generar mejores resultados, no sólo en términos monetarios sino también sociales y éticos. En la actualidad, el entendimiento de las situaciones, circunstancias y relaciones que se dan dentro de una empresa es un factor relevante para la implementación de estrategias y técnicas, en aras de aumentar la productividad y la eficiencia de las compañías. Es allí donde empieza a tomar importancia la presencia de un líder en la compañía que actúe como agente de cambio y sea considerado como un modelo a seguir capaz de enfrentar situaciones emergentes, tanto positivas como negativas y así generar un cambio, deseos de mejora, propuestas inspiradoras e innovadoras. Lo anterior con el fin de proponer nuevas estrategias que beneficien a todos los involucrados, para así lograr los objetivos proyectados, evitando al máximo los posibles riesgos en que se pueda incurrir. A lo largo de la revisión teórica se tratará el modelo del liderazgo de rango total como un tipo de liderazgo donde el líder es capaz de moldear los puntos de vista, las percepciones, las actitudes y las creencias de los seguidores. Lo anterior sin dejar a un lado los demás estilos de liderazgo que componen el modelo de liderazgo de rango total, el cual puede ser considerado e incluido como una variable interesante en la realización de estudios para analizar la existencia de la relación entre el estilo de liderazgo y los resultados organizacionales.

Liderazgo de rango total y gestión del conocimiento: situación actual y perspectivas de desarrollo

El presente trabajo muestra los tipos de liderazgo de rango total y su relación con respecto a la gestión del conocimiento. Para ello, en primer lugar, se efectúa la investigación teórica del liderazgo transaccional y del liderazgo transformacional, ya que estos hacen parte del liderazgo de rango total, de igual forma se estudiará los aspectos primordiales de la gestión del conocimiento, dando cavidad al análisis de la relación entre dichos conceptos y cómo influyen en la perdurabilidad de las organizaciones. Se evidencian resultados que señalan: La existencia de una fuerte interrelación entre el liderazgo y la gestión del conocimiento, de forma que las empresas precisan de un mayor conocimiento acerca de las características del liderazgo para facilitar la comprensión e implantación de las mejores prácticas en la organización (Barbosa, Mihi & Noguera, 2013, sección de Resumen, párr. 1) Una organización se encuentra orientada a identificar objetivos y las estrategias más adecuadas para conseguirlos, siendo está una actividad primordial en la gestión empresarial, la cual logra organizar y disponer todos los recursos humanos para la optimización de cada uno de sus trabajadores teniendo en cuenta los efectos del entorno, por lo tanto la actualidad empresarial se encuentra guiada hacia la elección de personal con altas habilidades de liderazgo y gestión del conocimiento, siendo de esta forma la razón del estudio adecuado del liderazgo orientándonos en el modelo de liderazgo de rango total y la importancia de la gestión del conocimiento en la actualidad. Se evidencian numerosos estudios de investigación en donde se han relacionado el estilo de liderazgo organizacional con óptimos resultados (Vega & Zavala, 2004). Lo cual permite realizar investigaciones de diferentes autores sobre la relación que se evidencia entre la gestión del conocimiento y los diferentes tipos de liderazgo del modelo de rango total, y como sus actos pueden llevar a la organización privada a la perdurabilidad, lo cual se definiría como una organización que: A través del tiempo presenta resultados financieros superiores. Adecua su manejo a la intensidad de las condiciones del entorno sectorial y las fuerzas del mercado. Se enfoca en espacios no explotados y hace un estudio detallado de sus competidores diseñando y ejecutando productivamente la cadena de valor. Es aquella que obtiene desempeños eficientes en su gestión por la coherencia de su acción, la identificación de su entorno sectorial y sus políticas de gobierno, evitando estados de morbidez que dificultan su crecimiento rentable y que puede llegar a estados tanticos. Propicia la alineación de las personas con la empresa, la construcción de conocimiento y la calidad en los procesos de interacción social. (Rivera, 2012, p.107)

Instrumental leadership: Measurement and extension of transformational-transactional leadership theory.

Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range-transformational, transactional, and laissez faire-leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a "fuller full-range" leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.

Spirituality and transformational leadership in education

The purpose of this study was to investigate the relationship between school principals' self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio's (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study. Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals' transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals' degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals' spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual's transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally, it appears that the inspirational motivation measure of transformational leadership accounts for a significant amount of unique variance independent of the other seven transformational and transactional leadership measures in predicting spirituality. Based on the findings from this study, the researcher proposed a modification of Bass and Avolio's (1985) Full Range Leadership Model. An additional dimension, spirituality, was added to the continuum of leadership styles. The findings from this study imply that principals' self-reported levels of spirituality was related to their being perceived as displaying transformational leadership behaviors. Principals who identified themselves as "spiritual", were more likely to be characterized by the transformational leadership style of inspirational motivation.

Leadership Styles, Behaviors, and Outcomes of Athletic Training Education Program Directors

Context: With the increase in athletic training education programs, the demand for a highly qualified faculty member to serve as program director (PD) and fill the multiple roles and responsibilities of the position has increased. A successful PD must possess leadership skills crucial for the evolving academic environment. Research suggests that educational leaders must provide both transactional and transformational leadership if athletic trainers are to secure a legitimate place as healthcare providers. Objective: To describe the leadership styles and behaviors of athletic training education PDs and to describe the associations between leadership style, behavior, outcome, and experience. Design: We will utilize a survey design to identify the leadership styles, behaviors, outcomes, and experiences of athletic training education PDs. Setting: On-line questionnaire. Participants: The population of this study will be limited to the academic PDs of the 360 accredited entry-level athletic training education programs in the United States. Intervention: The investigation will utilize the Multifactor Leadership Questionnaire (MLQ). The MLQ is a validated tool composed of 45 items that identify and measure key leadership and effectiveness behaviors shown to be strongly linked with both individual and organizational success. In addition to the leader, it is recommended that all persons working above, below, and directly at the same organizational level as the leader rate the leader. Raters evaluate how frequently, or to what degree, they have observed the leader engage in 32 specific behaviors. Main Outcome Measure(s): Statistical analysis will be utilized to describe the associations between leadership styles, behaviors, outcomes, and experiences.

Point of View: The importance of Leadership towards universal health coverage in Low Income Countries

Universal health coverage—defined as access to the full range of the most appropriate health care and technology for all people at the lowest possible price or with social health protection—was the goal of the 1978 Alma-Ata Conference on Primary Health Care in Kazakhstan. Many low-income (developing) countries are currently unable to reach this goal despite having articulated the same in their health-related documents. In this paper we argue that, over 30 years on, inadequate political and technical leadership has prevented the realization of universal health coverage in low-income countries.

The importance of Leadership towards universal health coverage in Low Income Countries

Universal health coverage—defined as access to the full range of the most appropriate health care and technology for all people at the lowest possible price or with social health protection—was the goal of the 1978 Alma-Ata Conference on Primary Health Care in Kazakhstan. Many low-income (developing) countries are currently unable to reach this goal despite having articulated the same in their health-related documents. In this paper we argue that, over 30 years on, inadequate political and technical leadership has prevented the realization of universal health coverage in low-income countries.

Relationship between cranio-cervical flexion range of motion and pressure change during the cranio-cervical flexion test

The purpose of this study was to quantify the sagittal angular displacement of the head (cranio-cervical flexion) for the five incremental stages of the cranio-cervical flexion test (CCFT). Range of cranio-cervical flexion during the CCFT was measured using a digital imaging method in 20 healthy volunteer subjects. The intra- and inter-rater reliability of the digital imaging technique for the assessment of this movement were also examined. The results of this study demonstrated a linear relationship between the incremental pressure targets of the CCFT and the percentages of full range cranio-cervical flexion range of motion (ROM) measured in the supine lying position of the test using a digital imaging technique. A mean of 22.9% full range cranio-cervical flexion was used to reach the first pressure target of the CCFT followed by linear increments up to 76.6% for the last stage of the test. An increasing amount of cranio-cervical flexion ROM was used to achieve the five successive stages of the CCFT reflecting an increasing contractile demand on the deep cervical flexor muscles. Excellent inter-rater (ICC = 0.994) and intra-rater reliability (ICC = 0.988-0.998) were demonstrated for the angular measurements using this digital imaging technique. (C) 2003 Elsevier Science Ltd. All rights reserved.

Transformationale Führung als Erfolgsfaktor des Interim Management

In der vorliegenden Arbeit wurde untersucht, wie Führung zur Bewältigung von Unternehmenskrisen und Umsetzung von Veränderungen im Kontext des Interim Management beitragen kann. Dazu wurde die Theorie transformationaler Führung um aufgabenbezogene und indirekte Führung und den Einsatz von Positionsmacht ergänzt. Damit wurden diese erfolgskritischen Führungsdimensionen erstmals in einem gemeinsamen theoretischen Rahmen verbunden und die Auswirkungen einer kombinierten Anwendung untersucht. Dieser neue Ansatz wurde als „Total Range of Leadership“ bezeichnet. In der vorliegenden Untersuchung konnten neue Erkenntnisse zum Kontext und den Erfolgsfaktoren des Interim Management sowie zu den Auswirkungen und Wirkungsmechanismen transformationaler Führung und des Total Range of Leadership gewonnen werden. Die Untersuchungsergebnisse deuten darauf hin, dass Interim Management ein hoch effektives Veränderungsinstrument ist. Als erfolgsrelevante Rahmenbedingungen wurden die Ausstattung der Interim Manager mit umfassenden Vollmachten sowie die Unterstützung durch die Auftraggeber, als wichtigster Erfolgsfaktor des Interim Management aber eindeutig die Anwendung transformationaler Führung und des Total Range of Leadership identifiziert. Die Anwendung transformationaler Führung im Rahmen des Total Range of Leadership wirkt sich positiv auf Persönlichkeit, Einstellungen, Kompetenz und Verhalten der Mitarbeiter sowie Organisationsstruktur, Unternehmenskultur, organisationale Lernfähigkeit und finanziellen und marktbezogenen Erfolg von Unternehmens aus. Dabei erzielt transformationale Führung die bei Weitem größte Wirkung aller Führungsdimensionen. Es konnte aufgezeigt werden, dass transformationale Führung diese Wirkung nur in Verbindung mit der kompetenten Anwendung von transaktionaler, aufgabenbezogener und indirekter Führung entfalten kann. Die Untersuchungsergebnisse deuten außerdem darauf hin, dass eine transformationale Führungsbeziehung nur dann entstehen kann, wenn die Mitarbeiter Vertrauen in die professionelle Kompetenz und die Integrität ihrer Führungskraft fassen. Als normative Grundlagen transformationaler Führung wurden die Gewährleistung der Wohlfahrt und des Nutzens der Geführten sowie der Bezug auf und die Berücksichtigung von geteilten und allgemein akzeptierte Werten, insbesondere der distributiven und prozeduralen Gerechtigkeit, identifiziert. Insgesamt deuten die Erkenntnisse der Untersuchung darauf hin, dass mit dem Total Range of Leadership ein ganzheitlicher Führungsansatz entwickelt wurde, der alle aktiven und positiven Führungsverhaltensweisen umfasst, die zur Bewältigung von Krisen und Durchführung von Veränderungen in Unternehmen sowie für effektive Führung überhaupt erforderlich sind.