Adaptive trajectory planning for flight management systems

Current Flight Management Systems (FMS) can autonomously fly an aircraft from takeoff through landing but may not provide robust operation to anomalous events. We present an adaptive trajectory planner capable of dynamically adjusting its world model and re-computing feasible flight trajectories in response to changes in aircraft performance characteristics. To demonstrate our approach, we consider the class of situations in which an emergency landing at a nearby airport is desired (or required) for safety considerations. Our system incorporates a constraint-based search engine to select and prioritize emergency landing sites, then it synthesizes a waypoint-based trajectory to the best airport based on post-anomaly flight dynamics. We present an engine failure/fuel starvation case study and illustrate the utility of our approach during a simulated thrusting power failure for a B-747 over the Bay Area

Technology and Discourse: A Comparison of Face-to-face and Telephone Employment Interviews

Very little research has investigated the comparability of telephone and face-to-face employment interviews. This exploratory study investigated interviewers' questioning strategies and applicants' causal attributions produced during semi structured telephone and face-to-face graduate recruitment interviews (N=62). A total of 2044 causal attributions were extracted from verbatim transcripts of these 62 interviews. It was predicted that an absence of visual cues would lead applicants to produce, and interviewers to focus on, information that might reduce the comparative anonymity of telephone interviews. Results indicate that applicants produce more personal causal attributions in telephone interviews. Personal attributions are also associated with higher ratings in telephone, but not face-to-face interviews. In face-to-face interviews, applicants who attributed outcomes to more global causes received lower ratings. There was also a non-significant tendency for interviewers to ask more closed questions in telephone interviews. The implications of these findings for research and practice are discussed

A network analysis of leadership theory: the infancy of integration

We investigated the status of leadership theory integration by reviewing 14 years of published research (2000 through 2013) in 10 top journals (864 articles). The authors of these articles examined 49 leadership approaches/theories, and in 293 articles, 3 or more of these leadership approaches were included in their investigations. Focusing on these articles that reflected relatively extensive integration, we applied an inductive approach and used graphic network analysis as a guide for drawing conclusions about the status of leadership theory integration. All 293 articles included in the analysis identified 1 focal theory that was integrated with 2 or more supporting leadership theories. The 6 leadership approaches most often appearing as the focal theory were transformational leadership, charismatic leadership, strategic leadership, leadership and diversity, participative/shared leadership, and the trait approach to leadership. On the basis of inductive reflections on our analysis, we make two key observations. First, the 49 focal leadership theories qualify as middle-range theories that are ripe for integration. Second, drawing from social network theory, we introduce the term “theoretical neighborhood” to describe the focal theoretical networks. Our graphical inductive analyses reveal potential connections among neighboring middle-range leadership theories that merit investigation and, hence, identify promising future directions for achieving greater theoretical integration. We provide an online supplement with 10 additional leadership theory graphs and analyses: leadership in teams and decision groups, ethical leadership, leader and follower cognitions, leadership emergence, leadership development, emotions and leadership, implicit leadership, leader-member exchange, authentic leadership, and identity and identification process theories of leadership

Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and levels of analysis as a means to integrate diverse leadership theories. We then describe the implications of the findings for future leadership research and theory

Considering context in psychological leadership research

Despite Lewin's identification of the importance of context in behavioral research over 70 years ago, leadership psychology tended to ignore the context. Only in the past 10 years has the context been more routinely included in psychological leadership research. We provide examples of leadership research that has explored the context, introduce the special issue articles, and provide suggestions for future research on the context of leadership