The evolutionary psychology of leadership trait perception

Knowles, Kristen K. - ORCID 0000-0001-9664-9055 https://orcid.org/0000-0001-9664-9055Many researchers now approach the understanding of how facial characteristics shape the perception of leadership ability through the lens of human evolution. This approach considers what skills and characteristics would have been valuable for leaders to possess in our evolutionary history, including dominance, masculinity, and trustworthiness. Moreover, it gives an understanding about why rapid categorisation of these social cues from faces is adaptive. In this chapter, I present evolutionary arguments for social inferences based on faces, and discuss how our understanding of this categorisation has shifted away from purely associative phenomena towards evolved, innate processes. I explain how the perception of leadership ability in faces is linked to variance in facial morphology, and how these morphologies tell us something about the individuals who carry them. Specific facial cues relating to leadership-relevant traits are discussed, as well as the underlying biological systems that accompany these traits. I also explain the importance of context and individual differences on the prioritisation of seemingly disparate facial cues to leadership: dominance and trustworthiness. I also discuss recent findings in this area which further extend these concepts to examine cues to leadership in women’s faces, generally overlooked by evolutionary psychologists, and how political ideology can interact with these effects.https://doi.org/10.1007/978-3-319-94535-4_5pubpu

The impact of surgical delay on resectability of colorectal cancer: An international prospective cohort study

AIM: The SARS-CoV-2 pandemic has provided a unique opportunity to explore the impact of surgical delays on cancer resectability. This study aimed to compare resectability for colorectal cancer patients undergoing delayed versus non-delayed surgery. METHODS: This was an international prospective cohort study of consecutive colorectal cancer patients with a decision for curative surgery (January-April 2020). Surgical delay was defined as an operation taking place more than 4 weeks after treatment decision, in a patient who did not receive neoadjuvant therapy. A subgroup analysis explored the effects of delay in elective patients only. The impact of longer delays was explored in a sensitivity analysis. The primary outcome was complete resection, defined as curative resection with an R0 margin. RESULTS: Overall, 5453 patients from 304 hospitals in 47 countries were included, of whom 6.6% (358/5453) did not receive their planned operation. Of the 4304 operated patients without neoadjuvant therapy, 40.5% (1744/4304) were delayed beyond 4 weeks. Delayed patients were more likely to be older, men, more comorbid, have higher body mass index and have rectal cancer and early stage disease. Delayed patients had higher unadjusted rates of complete resection (93.7% vs. 91.9%, P = 0.032) and lower rates of emergency surgery (4.5% vs. 22.5%, P < 0.001). After adjustment, delay was not associated with a lower rate of complete resection (OR 1.18, 95% CI 0.90-1.55, P = 0.224), which was consistent in elective patients only (OR 0.94, 95% CI 0.69-1.27, P = 0.672). Longer delays were not associated with poorer outcomes. CONCLUSION: One in 15 colorectal cancer patients did not receive their planned operation during the first wave of COVID-19. Surgical delay did not appear to compromise resectability, raising the hypothesis that any reduction in long-term survival attributable to delays is likely to be due to micro-metastatic disease

Do agile managed information systems projects fail due to a lack of emotional intelligence?

YesAgile development methodologies (ADM) have become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges caused by applyingADMare rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these human related challenges are related to a lack of Emotional Intelligence (EI) by means of a quantitative approach. Froma sample of 194 agile practitioners, EI was found to be significantly correlated to human related challenges in agile teams in terms of anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for staffing and training of agile managed IS-projects

Partial least squares path modeling: Quo vadis?

Structural equation modeling (SEM) is a family of statistical techniques that has become very popular in marketing. Its ability to model latent variables, to take various forms of measurement error into account, and to test entire theories makes it useful for a plethora of research questions. It does not come as a surprise that some of the most cited scholarly articles in the marketing domain are about SEM (e.g., Bagozzi and Yi 1988; Fornell and Larcker 1981), and that SEM is covered by two contributions within this volume. The need for two contributions arises from the SEM family tree having two major branches (Reinartz et al. 2009): covariance-based SEM (which is presented in Chap. 11) and variance-based SEM, which is presented in this chapter