Remarks on Analytic Hypoellipticity

We will compare the foIlowing ideas: analytic hypoeIlipticity on open subsets of Euclidean space; global analytic hypoeIlipticity; analytic hypoeIlipticity in the sense of germs. We present a new operator which posseses Treves curves, yet is analytic hypoelliptic in the sense of germs. That is, the analog of the Treves conjecture, in the sense of germs, is false

The Relationship of Achievement Motivation to Entrepreneurial Behavior: A Meta-Analysis

Entrepreneurship is a major factor in the national economy; thus, it is important to understand the motivational characteristics spurring people to become entrepreneurs and why some are more successful than others. In this study, we conducted a meta-analysis of the relationship between achievement motivation and variables associated with entrepreneurial behavior. We found that achievement motivation was significantly correlated with both choice of an entrepreneurial career and entrepreneurial performance. Further, we found that both projective and self-report measures of achievement motivation were valid. Finally, known group studies yielded a higher validity coefficient than did individual difference studies

Project GLOBE: Global Leadership and Organizational Behavior Education

Book chapter focusing on using information from Project GLOBE (global leadership and organizational behavior effectiveness) to teach leadership in a global context

Why We Follow Narcissistic Leaders

A recent study aimed to understand narcissistic leaders and who is most likely to follow them. The results revealed a few patterns. If you are someone who is always looking out for others, empathizes with others, and seeks harmony and consensus in your team (known as agreeable followers), you are more likely to be susceptible to following a narcissistic leader. If you are someone who gets anxious and worried easily or likes to get started on work projects early on to prevent anxiety as a deadline draws closer (known as neurotic followers), you probably prefer engaging with narcissistic leaders

Hypoellipticity in spaces of ultradistributions-Study of a model case

In this work we study C (a)-hypoellipticity in spaces of ultradistributions for analytic linear partial differential operators. Our main tool is a new a-priori inequality, which is stated in terms of the behaviour of holomorphic functions on appropriate wedges. In particular, for sum of squares operators satisfying Hormander's condition, we thus obtain a new method for studying analytic hypoellipticity for such a class. We also show how this method can be explicitly applied by studying a model operator, which is constructed as a perturbation of the so-called Baouendi-Goulaouic operator.NSF Grant [INT 0227100]CNPqFAPES

Methodological Challenges and Solutions for Leadership Researchers,” Zeitschrift fur Personalforschung

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Extremal discs and the holomorphic extension from convex hypersurfaces

Let D be a convex domain with smooth boundary in complex space and let f be a continuous function on the boundary of D. Suppose that f holomorphically extends to the extremal discs tangent to a convex subdomain of D. We prove that f holomorphically extends to D. The result partially answers a conjecture by Globevnik and Stout of 1991

Improved Forced Choice Assessment of Negative Leadership

Leadership research has historically tended to focus on the positive qualities of leaders. This perspective has changed in recent years as research has focused on more negative leadership behaviors. A variety of new constructs have now been introduced on negative leadership, however, the methods most commonly used to measure these constructs (e.g., Likert-type scales in which respondents directly rate the negative behaviors of their leader) are vulnerable to socially desirable responding and cognitive processing biases. The present research seeks to address this problem by developing an alternative and more robust means for assessing negative leadership behaviors. Specifically, we integrate Schmidt’s (2008) five-factor measure of negative leadership with recent work in forced-choice assessment methodologies and ideal-point IRT (item response theory) models. The result is a newly developed forced-choice measure of negative leadership. The construct validity of our new measure is presented in this poster. Results indicate that our measure produces more conceptually distinct dimensions of negative leadership while maintaining high convergent validity with Schmidt’s (2008) original measure.U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) Cooperative Agreement Number W911NF-18-2-004

Report on the Organizational Climates of Congress

The aim of this study is to gain a better understanding of Congress by attending to how the people who serve in the institution perceive Congress’ procedures, norms and expectations for their behavior. What are the “unwritten rules” that members and staff come to understand as they experience the institution? What types of behaviors are rewarded and encouraged inside Congress? How do these shared organizational perceptions and practices, in turn, shape how members of Congress work with other members, both within and between the two major parties? We took an interdisciplinary approach to understanding the climate and culture of Congress. We conducted 60 interviews with either former Members of Congress or House staff members. We found that the reward structure inside congressional parties is oriented around relationships. Results: The Structure of Intraparty Rewards Members advance in influence via their success in cultivating the esteem of their colleagues. This entails developing a reputation for expertise and integrity. But it also means building a social network by doing favors for others, especially fundraising. Members are seen as not considerate of others or unwilling to be “team players” have difficulty rising in influence. Individual members generally advance their standing in the party by building consensus rather than winning conflicts. But coalitions of members can gain greater weight within their party by being seen as winning conflicts. The central importance of relationships in Congress is consistent with patterns prevailing in fluid organizations more generally. The Climate of Intraparty Conflict and Cooperation Nearly all respondents described themselves as feeling free to speak up when they disagreed with their party leaders, though certain norms govern and restrain such behavior. In particular, disagreements with leaders should be raised in private or in party caucus but not in public or the press, though there was also recognition that not all members adhered to this norm. Similarly, verbal disagreement with party leaders is accepted, but active resistance of the party is frowned upon and subject to sanction. Tolerance of intraparty dissent is reasonably high, but members do at times experience pressure to go along with leaders, particularly on highly salient issues central to the party’s program. The Climate of Interparty Conflict and Cooperation Our findings paint a somewhat mixed picture of the state of cooperation across the aisle in Congress, where elements of collaborative and dominating culture are evident. Our interviews also reveal that on issues that are less visible and less important to the parties, working across the aisle to achieve “win-win” outcomes is considered possible and common even in today’s Congress. Many legislators and staff members are interested in working with colleagues across the aisle and have experience doing so. Moreover, clear paths lead to interpersonal cooperation, namely serving together on a committee, personal friendships, and common district interests.1. William and Flora Hewlett Foundation 2. The Democracy Fun