A reification calculus for model-oriented software specification

This paper presents a transformational approach to the derivation of implementations from model-oriented specifications of abstract data types. The purpose of this research is to reduce the number of formal proofs required in model refinement, which hinder software development. It is shown to be appli- cable to the transformation of models written in Meta-iv (the specification lan- guage of Vdm) towards their refinement into, for example, Pascal or relational DBMSs. The approach includes the automatic synthesis of retrieve functions between models, and data-type invariants. The underlying algebraic semantics is the so-called final semantics “`a la Wand”: a specification “is” a model (heterogeneous algebra) which is the final ob ject (up to isomorphism) in the category of all its implementations. The transformational calculus approached in this paper follows from exploring the properties of finite, recursively defined sets. This work extends the well-known strategy of program transformation to model transformation, adding to previous work on a transformational style for operation- decomposition in META-IV. The model-calculus is also useful for improving model-oriented specifications.(undefined

Chapter 22- The Well-Prepared Adjunct: Peer Mentoring, Autonomy Supports, and Values-Based Pedagogy

This mentoring program was developed to meet two needs in the School of Human Development: college alumni who applied for adjunct faculty positions lacked college teaching experience, and non-alumni applicants lacked pedagogical skill with nontraditional adult learners. This college is a Hispanic-serving institution with core values of inclusion, diversity, respect, and social justice. Their transformational, culture-centered pedagogy is grounded in seven faculty values that develop learner competence across five domains: development, diversity, communication, research, and growth. The program meta-mentor describes how and why autonomy-supportive instruction (ASI), based on self-determination theory, is embedded into all elements of the adjunct faculty mentoring program structure: program design, implementation, assessment, and improvement. Two cross-generational and cross-cultural mentor-mentee pairs describe how they engaged with and applied ASI strategies in their relationship, teaching and peer observations, and reflective practice conversations. The case study concludes with lessons learned about the quality of faculty mentor-mentee relationships and its impact on their own professional learning and development

Transformational Leadership in the Coming Decade: A Response to Three Major Workplace Trends

Human resources professionals today are faced with information on dozens of major workplace trends and expected to prioritize them appropriately, develop an HR strategy to respond, and then execute it for the benefit of the organization. This is no easy task – and it is not getting any easier. The next decade will undoubtedly bring major change to how businesses are structured, how they are led, and how these changes affect employees and shape their experiences. The most pressing concerns will vary from company to company. However, three trends – women in the workplace, increased focus on employee empowerment, and the importance of internal branding – are sweeping trends for all organizations to consider. These trends will affect the performance evaluation and leadership development areas of HR in the next ten years. A sharp focus on transformational leadership and corresponding balanced performance evaluation systems will be needed to respond effectively

An Examination of Leadership Theories in Business and Sport Achievement Contexts

This manuscript examines the impact of transformational leadership in multiple contexts, specifically business and competitive sport. An overview of eight major leadership theories discussed date from the 1940s to the present date. These leadership theories include the trait theories, behavioral theories, the path-goal theory, the leader-member exchange theory, authentic leadership, servant leadership, situational leadership, and transformational leadership. Within these contexts, nine studies highlighted the value of transformational leadership. The review contains a variety of large-scale, multi-site, individual studies as well as meta-analyses on a global scale that are all related to transformational leadership. These studies demonstrate how transformational leadership transcends disciplines and exemplify the value of transformational leadership, resulting in higher achievement outcomes

The human side of leadership: Inspirational leadership effects on follower characteristics and happiness at work (HAW)

Leadership has received significant attention over the past years. Now is the time to refine how leaders impact on followers and their attitudes. This study examines how inspirational leaders influence follower characteristics (FC), and in turn, their happiness at work. In this study, the mediating effect of follower characteristics in the relationship between inspirational leadership and happiness at work was specifically examined. Data was gathered from 389 frontline banking employees working in Italian and Spanish banks. A confirmatory factor analysis revealed a positive partial mediating role of follower characteristics in the relationship between inspirational leadership and happiness at work. Results showed that inspirational leadership exerts a more positive influence on followers' happiness at work when follower characteristics are more positive. Our discussion highlights the importance of understanding the role of the follower characteristics that are involved in the effectiveness of inspirational leadership

Servant Leadership and its Relationships with Core Self-Evaluation and Job Satisfaction

Servant leadership is a growing topic in the leadership literature. Our study considered servant leadership’s relationship to two outcomes, core self-evaluation and job satisfaction. The former is particularly noteworthy because if servant leadership predicts core self-evaluation this would confirm that servant leadership affects important changes in employees as people, a central tenet of servant leadership. In addition, if servant leadership predicts core self-evaluation, this could add to the question of whether core self-evaluation is a non-changeable personality trait or is potentially malleable. We conducted a field study of three firms and found that servant leadership predicts both core self-evaluation and job satisfaction, and that core self-evaluation also predicts job satisfaction. This study contributes to servant leadership, and in general to values-based leadership, by observing a predictive relationship to core self-evaluation, which potentially adds new information about the impact servant leadership can have on individuals. This study confirms the findings of previous authors who found that servant leadership predicts job satisfaction

A rule based approach to program development

A rule based transformational model for program development and a metatool based on the above model is presented. The meta-tool can be instantiated to create various program development tools such as tools for building reusable software components, language directed editors, language to language translators, program instrumentation, structured document generator, and adaptive language based prettyprinters. This new rule based approach has two important features: 1) it is language independent and can be applied to various languages, and 2) provides a powerful escape mechanism for extending the semantics of the rules. Instances of the meta-tool for restructuring source programs for building abstract components and their refinement to concrete instances, source-to-source translation, and source contraction and expansion tools for improving readability and understanding are described

Malaysian and Australian male and female middle managers : a cross-cultural comparison of workplace attitudes, aspirations for promotion, and self-rated leadership styles

This paper outlines the rise of women in management worldwide, and considers why so few women achieve senior or executive management positions. This slow advance of women into senior roles is unexpected given that the changes in organisations today are believed to require more &lsquo;feminine leadership&rsquo;. A decrease in the emphasis on masculine characteristics for managers is reported, and a requirement that more &lsquo;feminine leadership&rsquo; needs to be adopted by organisations in order to ensure their survival in the future (Powell, Butterfield &amp; Parent, 2002, p.189). Recent empirical research reports that there are differences in leadership style between male and female managers, and the findings suggest that women exhibit more transformational leadership than their male counterparts, with this style being strongly equated with effective leadership (Eagly, Johannesen-Schmidt, van Engen, 2003). However, these findings are based on western research, and it may be that cross cultural research will yield a different picture (House, Hanges, Javidan, Dorfman, &amp; Gupta, 2004). Leadership and leadership styles may be conceptualised differently in a more paternalistic society. To explore this possibility, a cross cultural study was conducted in Malaysia and Australia. It is hypothesised that countries that are paternalistic in cultural values will exhibit a stronger constraint on women in management roles, which may impact on workplace attitudes, aspirations for promotion and style of leadership exhibited. Therefore, it is possible that the career advancement of women may be more problematic for Malaysian managerial women than their Australian counterparts. Results from an initial pilot study in Malaysia and Australia are outlined, and highlight some interesting similarities and differences to what are reported in the western literature.<br /