Experience in feeding coal into a liquefaction process development unit

A system for preparing coal slurry and feeding it into a high pressure liquefaction plant is described. The system was developed to provide supporting research and development for the Bureau of Mines coal liquefaction pilot plant. Operating experiences are included

Authoritarian leadership and cyberloafing: A moderated mediation model of emotional exhaustion and power distance orientation

Drawing upon the conservation of resource theory (COR), this study proposes a moderated mediation model of authoritarian leadership on subordinates’ cyberloafing. Paired samples of 360 employees working in 103 teams from Chinese companies were collected at 2 points in time. The results show that authoritarian leadership positively affects subordinates’ cyberloafing and this relationship is mediated by emotional exhaustion. Furthermore, power distance orientation negatively moderates the relationship between authoritarian leadership and emotional exhaustion and also negatively moderates the indirect effect of authoritarian leadership on subordinates’ cyberloafing through subordinates’ emotional exhaustion. Our findings expand and enrich the literature on authoritarian leadership and cyberloafing and have significant practical implications for managing employees in this digital era

Transforming the NHS through transforming ourselves

Abstract Background: Leadership development impacts on quality of care and workplace cultures for staff. Clinical Leadership embracing transformational and other collective leadership approaches are key enablers to developing effective workplace cultures at the micro-systems level. Following the development of a shared purpose and values framework, an internal, inter-professional clinical leadership programme was set up to grow a critical community of transformational leaders across one NHS organisation in England. This programme had previously been unsuccessful in engaging medical doctors. Aims and Objectives: This paper shares how a dedicated practice development based clinical leadership programme set out to support medical doctors across one organisation with their leadership journey, equipping them to become both transformational and collective leaders and facilitators with the skills to begin to develop and sustain effective workplace cultures, that are person centred, safe and effective. Methods: Practice development methodology with its collaborative, inclusive and participative approach for developing person centred cultures combined with clinical leadership strategies, formed the basis of the programme which emphasised the use of active and action learning drawing on the workplace as the main resource for learning, development and improvement. Self-assessment and co-creation of insights about clinical leadership together with collaborative analysis of evaluation data led to the syntheses of insights through the use of reflection and action planning. Findings/Results: Findings are presented at two levels: 1) Five individual authentic reflections by authors to illustrate their leadership journeys which also demonstrate how a range of tools were used and their impact from reflections. Insights and learning include recognition of the benefits of peer support and networking; development of a disciplined approach to learning and self-management; 2) A collaborative reflection and critique that embraced the feeling of a sense of team ethos and community cohesion, for the first time in a safe environment; as well as, a sense of collective shared purpose and values. Conclusions: We conclude that the programme helped to identify the impact of leadership on workplace cultures and to begin to embed ways of working that are collaborative, inclusive, participative and celebratory. This unique approach by one organisation to leadership development has enabled a journey of self-transformation for medical clinical leaders to commence. Practical implications arising from our learning: • An internal model grows clinical leadership capacity across the organisation through peer support and networking and collective leadership. • Investing in a safe confidential space for clinical leads and other staff groups is a strategy for leadership development practice. • There is need to develop more skilled critical companions to support leadership, improvement and development activities • Clinical leadership development, informed by practice development methodology, demonstrates potential for enabling transformative and collective leadership for achieving person-centred cultures in the workplace. Keywords: Clinical leadership, collective leadership, critical companionship, micro-systems, transformational leadership, workplace cultur

Impact of dissolution of cast tungsten carbide on the wear behavior of CTC/Ni metal matrix composites

Cast tungsten carbide (CTC) consists in a biphasic structure of WC lamellae in a W2C matrix resulting from the eutectoid decomposition of W-3.9 wt.% C. Hardfacing of steel tools is the main industrial application of CTC powders, where metal matrix composite (MMC) wear-resistant overlays are deposited by means of conventional welding techniques. Self-fluxing nickel alloys are the most commonly used matrix materials for dispersed CTC particulate reinforcing phase. Overall performance and mechanical integrity of these overlays is affected by dissolution of CTC particles into the matrix phase due to high processing temperature. In this study, a powder blend containing 60 wt. % spherical CTC (71-150 μm) + 40 wt. % Ni-based matrix was used to deposit hardfacing overlays onto tool steel substrate by means of laser cladding. Scanning electron microscopy (SEM) and Energy-dispersive X-ray spectroscopy (EDS) revealed significant dissolution of WC into the surrounding matrix for all specimens. Reprecipitated W-rich carbide crystals ranged from fine and rather equiaxed for low energy input, to coarse and highly dendritic for high energy input. In a quest for completely avoiding dissolution of CTC particles, spark plasma sintering (SPS) was used to consolidate substrate-free CTC/Ni MMCs with significantly lower energy input and reasonably high cooling rate. SEM and EDS investigation of SPS-sintered MMCs revealed no WC dissolution followed by reprecipitation of W-rich carbides. Fracture toughness was estimated by means of microindentation fracture, and tribological testing was used to evaluate the impact of reprecipitated crystals on the wear behavior of CTC/Ni MMC’s

A generalized approach for measuring the dielectric properties of lossy composite materials

A generalized technique is presented to measure the dielectric properties of lossy composite materials. The overall method is based on measuring the spectral domain reflection and transmission coefficients of the material-under-test (MUT) using a Vector Network Analyzer (VNA), and then finding the dielectric properties of MUT from the measured scattering data using a proposed reconstruction algorithm. The effect of noise on the reconstruction is examined, and it is observed that even with 5% relative error in the scattering data, the proposed algorithm produces a stable inversion

Self-serving Leadership and Employee Knowledge Hiding: A Dual-pathway Model

Purpose Drawing upon the cognitive-affective processing system (CAPS) framework, the current study proposes a dual-pathway model that suggests self-serving leadership has a positive influence on employee knowledge hiding. The study also examines the mediating effects of relative deprivation and emotional exhaustion, as well as the moderating effect of political skill, to provide a comprehensive understanding of these relationships. Design/methodology/approach This study employed two-wave time-lagged survey data collected from 644 employees in 118 teams within a company based in Shenzhen, China. Moreover, hierarchical linear modeling (HLM) was used to test the hypothesized relationships. Findings The results indicated that self-serving leadership positively influenced employee knowledge hiding, and this relationship was mediated by relative deprivation and emotional exhaustion. Additionally, political skill was found to negatively moderate both the direct relationship between self-serving leadership and relative deprivation and emotional exhaustion, and the indirect path from self-serving leadership to employee knowledge hiding through relative deprivation and emotional exhaustion. Originality/value This study makes a unique contribution to the knowledge management literature in several ways. First, it introduces self-serving leadership as a predictor of employee knowledge hiding, expanding the current understanding of this phenomenon. Second, it offers a novel conceptualization, suggesting that employees coping with self-serving leadership may experience relative deprivation and emotional exhaustion, and these factors can predict their engagement in knowledge hiding. Third, the research findings on the moderating role of political skill push the boundaries of the knowledge-hiding literature, providing new insights into the conditions under which this behavior occurs

You have got a nerve: examining the nexus between coworkers' cyberloafing and workplace incivility

Purpose: While cyberloafing has emerged as a prevalent issue in numerous workplaces, research on its consequences is still underdeveloped, highlighting a need for further exploration and analysis. Drawing upon the cognitive appraisal theory of emotion, this study investigates the influence of coworkers’ cyberloafing on employees’ workplace incivility, mediated by negative emotions and moderated by task interdependence. Design/Methodology/Approach: In Study 1, the hypothesized research model was tested utilizing three-wave time-lagged survey data collected from 333 employees and their coworkers. In Study 2, an additional sample of 274 employees was surveyed. Data were analyzed using hierarchical regression analysis and bootstrap methods. Findings: The results indicated that coworkers’ cyberloafing positively influenced employees’ workplace incivility, with this relationship mediated by negative emotions. Additionally, task interdependence was found to positively moderate both the direct relationship between coworkers’ cyberloafing and negative emotions and the indirect path from coworkers’ cyberloafing to employees’ workplace incivility through negative emotions. Practical implications: This study helps managers gain a deeper understanding of cyberloafing's effects, enabling them to manage and curb it more effectively. Originality/Value: Prior research has predominantly explored the effects of cyberloafing on its implementers. However, this study innovatively shifts focus to the observer perspective, empirically demonstrating whether and how coworkers’ cyberloafing affects employees’ workplace incivility, enriching and expanding the existing literature

Antecedents and outcomes of enabling HR practices: The paradox of consistency and flexibility

Reconciling competing demands for consistent HR implementation and providing individualized supervisor support to employees has always been a challenge in strategic human resource management. Given that there is burgeoning evidence that frontline managers (FLMs) are at the center of HR implementation, we examine how the organization helps FLMs reconcile demands for consistent HR implementation and deliver individualized support to those under their supervision. With the data from 181 FLMs and 311 employees reported to these FLMs, we find that FLMs' perceived enabling HR practices mediate the relationship between high-performance work systems and FLMs' willingness to be flexible (WTBF). Furthermore, WTBF mediates the relationship between FLMs' perceived enabling HR practices and consistent HR implementation and between FLMs' perceived enabling HR practices and employees' individualized support. Our study offers new insights by highlighting that an effective HR system is not merely improving FLMs' HR competency and knowledge but capturing FLMs' WTBF in carrying on a broad range of HR tasks. Furthermore, our study provides an expanded and novel understanding that FLMs will likely face two opposite HR tasks that coexist and should be dealt with simultaneously as a pair. We then discuss the theoretical and practical implications of our findings and suggest future research directions

Bad apples spoiling the metaphor? How and why self-serving leaders stir up counterproductive behaviors at work

Self-serving leaders satisfy their self-interests at the cost of both employees and organizations, leading to declining organizational competitive advantage and performance. Drawing upon the affective events theory (AET), we constructed and examined a theoretical model of self-serving leadership influencing counterproductive work behavior (CWB), where traditionality plays a significant moderating role through the lens of anger as a mediator. Data were collected in three waves using a survey questionnaire distributed in three industries located in the Southwest district of China. Hierarchical regression analyses were conducted on a sample of 316 employees to test the hypothesized research model. The results showed that self-serving leadership triggers employee anger, which in turn causes CWB. Furthermore, traditionality plays a significant moderating role, in which employees with higher levels of traditionality feel less anger and show less CWB. Overall, research findings have clarified how and why self-serving leadership affects employees’ emotions (such as anger) and behavior (such as CWB), bringing new insights into the self-serving leadership and employee behavior literature. Research implications on the management of self-serving leadership, limitations, and future recommendations of research are also discussed