Leadership Style and Readiness to Lead: Perceptions of Florida Level 1 Educational Leadership Preparation Program Participants

The present study examined the relationship between aspiring school principals’ self-perceived competency regarding expected leadership behaviors as indicated by the domains identified in the 2011 Florida Principal Leadership Standards and their perception of their leadership style as indicated by the Multifactor Leadership Questionnaire (Bass & Avolio, 1994). The conceptual frameworks of this study included leadership style, as defined and conceptualized by Bass and Avolio’s Full Range Leadership Model and measured by the Multifactor Leadership Questionnaire (MLQ), and leadership behavior, as defined through the domains of the Florida Principal Leadership Standards (FPLS, 2011). Both the MLQ and the FPLS questionnaire served as data collection instruments. The three main leadership styles measured by the MLQ (including transformational, transactional, and laissez-faire leadership) served as the independent variables, and the four leadership domains measured by the FPLS questionnaire (i.e., student achievement, instructional leadership, organizational leadership, professional and ethical behavior) served as the dependent variables. The research sample included participants currently enrolled in a state-approved Level 1 Educational Leadership Program and were recruited to participate from 3 state universities in Florida. Both survey instruments were administered via a single, anonymous link embedded in an email containing both an introduction and description of the research study and informed consent. Of 200 potential participants, 48 respondents or 24% of the original sample returned completed surveys. Using canonical correlation analysis, the study found that the degree of respondents’ self-perceived ability to competently perform the leadership behaviors as identified by the four 2011 FPLS domains could be explained to some degree by respondents’ self-perceived leadership style (as identified on the MLQ). Two canonical roots were interpreted. The MLQ predictor variables accounted for 48% of the variance in the FPLS subscale scores (root 1 Rc2 =.48; p \u3c .001). For this root, transformational leadership was the primary independent variable accounting for variance across all 4 FPLS domains. Canonical root 2 (Rc2 = .117) accounted for a moderate amount of the shared variance between the two sets (i.e., 12%) and was not statistically significant (p \u3e .05). The correlation in this root was due primarily to a direct relationship between MLQ transactional leadership and the professional and ethical behavior domain of the FPLS. Additionally, the findings indicated that participants of Level 1 Educational Leadership programs felt confident in their ability to competently perform the expected behavioral indicators of the 2011 FPLS domains

Ingestion, Assimilation, Survival, And Reproduction By Daphnia Pulex Fed Seven Species Of Blue‐Green Algae

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/109812/1/lno19711660906.pd

On normal characterizations by the distribution of linear forms, assuming finite variance

AbstractIf X1 and X2 are independent and identically distributed (i. i. d.) with finite variance, then (X1+X2)√2 has the same distribution as X1 if and only if X1 is normal with mean zero (Pólya [9]). The idea of using linear combinations of i. i. d. random variables to characterize the normal has since been extended to the case where σ∞i=1aiXi has the same distribution as X1. In particular if at least two of the ai's are non-zero and X1 has finite variance, then Laha and Lukacs [8] showed that X1 is normal. They also [7] established the same result without the assumption of finite variance. The purpose of this note is to present a different and easier proof of the characterization under the assumption of finite variance. The idea of the proof follows closely the approach used by Pólya in [9]. The same technique is also used to give a characterization of the exponential distribution

Post-Flight Evaluation of Stardust PICA Forebody Heatshield Material

This presentation was part of the session : Sample Return ChallengesSixth International Planetary Probe WorkshopPhenolic Impregnated Carbon Ablator (PICA) was developed at NASA Ames Research Center under the lightweight ceramic ablator development program in the '80s. PICA has the advantages of low density (~ 0.27g/cc) coupled with efficient ablative capability at high heat fluxes making PICA an enabling technology for the Stardust mission. Three cores at key locations were extracted from the forebody heatshield of the Stardust Sample Return Capsule (SRC) post flight and evaluated. Core locations include a near stagnation core, a flank core and a segment taken from the shoulder of the heatshield. Evaluation included density profiles, recession determination, thermal analysis profile, PICA bondline examination, strength of remaining virgin PICA, emissivity profile, chemical analysis profile and microstructural analysis. Comparisons between experimental density profiles and profiles derived from FIAT, a tool used to predict ablative performance, are in good agreement. Recession comparisons from measured values and FIAT predictions are currently being obtained. In addition a laser scanning tool developed at ARC is being used to evaluate recession measurements and compare to experimental and predicted values. In general, the PICA material examined in the cores is in good condition and intact. Impact damage is not evident and the main degradation observed was that caused by heating on entry. A substantial amount of "virgin" PICA was present in all cores examined. It is noted that the post-flight analysis of the Stardust heat shield is especially important since PICA is baselined for both the Orion (CEV) and Mars Science Laboratory vehicles.NASA; NESC; Orion Thermal Protection System Advanced Development Projec

Lot Splitting in Stochastic Flow Shop and Job Shop Environments

In recent years many firms have been implementing small lot size production. Lot splitting breaks large orders into smaller transfer lots and offers the ability to move parts more quickly through the production process. This paper extends the deterministic studies by investigating various lot splitting policies in both stochastic job shop and stochastic flow shop settings using performance measures of mean flow time and the standard deviation of flow time. Using a computer simulation experiment, we found that in stochastic dynamic job shops, the number of lot splits is more important than the exact fonn of splitting. However, when optimal job sizes are determined for each scenario, we found a few circumstances where the implementation of a small initial split, called a "flag," can provide measurable improvement in flow time performance. Interestingly, the vast majority of previous research indicates that methods other than equal lot splitting typically improves makespan performance. The earlier research, however, has been set in the static, deterministic flow shop environment. Thus, our results are of practical interest since they show that the specific method of lot splitting is important in only a small set of realistic environments while the choice of an appropriate number of splits is typically more important

A Baldrige Process for Ethics?

In this paper we describe and explore a management tool called the Self-Assessment and Improvement Process (SAIP). Based upon the Caux Round Table Principles for Business – a stakeholder-based, transcultural statement of business values – the SAIP assists executives with the task of shaping their firm’s conscience through anorganizational self-appraisal process. This process is modeled after the self-assessment methodology pioneered by the Malcolm Baldrige National Quality Award Program. After briefly describing the SAIP, we address three topics. First, we examine similarities and differences between the Baldrige approach to corporate self-assessment and the self-assessment process utilized within the SAIP. Second, we report initial findings from two beta tests of the tool. These illustrate both the SAIP’s ability to help organizations strengthen their commitment to ethically responsible conduct, and some of the tool’s limitations. Third, we briefly analyze various dimensions of the business scandals of 2001-2002 (Enron, WorldCom, Tyco, etc.) in light of the ethical requirements articulated with the SAIP. This analysis suggests that the SAIP can help link the current concerns of stakeholders – for example, investors and the general public – to organizational practice, by providing companies with a practical way to incorporate critical lessons from these unfortunate events

O. D. Edwards, Arnold O. Morgan, Decker S. Womack and Dean Gano to Gov. Ross Barnett, 28 September 1962

Senders state that for every border patrolman sent to carry out Bobby\u27s order they will send another Texan to face him. Message was forwarded to Jackson, MS.https://egrove.olemiss.edu/west_union_gov/1065/thumbnail.jp