V/STOL AND digital avionics system for UH-1H

A hardware and software system for the Bell UH-1H helicopter was developed that provides sophisticated navigation, guidance, control, display, and data acquisition capabilities for performing terminal area navigation, guidance and control research. Two Sperry 1819B general purpose digital computers were used. One contains the development software that performs all the specified system flight computations. The second computer is available to NASA for experimental programs that run simultaneously with the other computer programs and which may, at the push of a button, replace selected computer computations. Other features that provide research flexibility include keyboard selectable gains and parameters and software generated alphanumeric and CRT displays

V/STOLAND digital avionics system for XV-15 tilt rotor

A digital flight control system for the tilt rotor research aircraft provides sophisticated navigation, guidance, control, display and data acquisition capabilities for performing terminal area navigation, guidance and control research. All functions of the XV-15 V/STOLAND system were demonstrated on the NASA-ARC S-19 simulation facility under a comprehensive dynamic acceptance test. The most noteworthy accomplishments of the system are: (1) automatic configuration control of a tilt-rotor aircraft over the total operating range; (2) total hands-off landing to touchdown on various selectable straight-in glide slopes and on a flight path that includes a two-revolution helix; (3) automatic guidance along a programmed three-dimensional reference flight path; (4) navigation data for the automatic guidance computed on board, based on VOR/DME, TACAN, or MLS navid data; and (5) integration of a large set of functions in a single computer, utilizing 16k words of storage for programs and data

V/STOLAND avionics system flight-test data on a UH-1H helicopter

The flight-acceptance test results obtained during the acceptance tests of the V/STOLAND (versatile simplex digital avionics system) digital avionics system on a Bell UH-1H helicopter in 1977 at Ames Research Center are presented. The system provides navigation, guidance, control, and display functions for NASA terminal area VTOL research programs and for the Army handling qualities research programs at Ames Research Center. The acceptance test verified system performance and contractual acceptability. The V/STOLAND hardware navigation, guidance, and control laws resident in the digital computers are described. Typical flight-test data are shown and discussed as documentation of the system performance at acceptance from the contractor

The Importance of Being Psychologically Empowered: Buffering the Negative Effects of Employee Perceptions of Leader-Member Exchange Differentiation

Although differentiated relationships among leaders and their followers are fundamental to Leader-Member Exchange (LMX) theory, research provides limited knowledge about whether employees’ responses to individual perceptions of LMX differentiation are uniform. In a field study, we examined whether individual-level psychological empowerment buffers the negative relationship between perceived LMX differentiation and job satisfaction, and found that the negative relationship is strongest under low employee psychological empowerment conditions, as compared to high psychological empowerment. Furthermore, in a multi-wave field study and an experiment, we extended these initial findings by investigating employees’ perceptions of supervisory fairness as a mediator of this moderated relationship. We found that the indirect effect between perceived LMX differentiation and job satisfaction, through supervisory fairness perceptions, is strongest under low employee psychological empowerment, as compared to high psychological empowerment. Collectively, our findings showcase the importance of psychological empowerment as a tool for employees to use to counteract the negative effect of perceived differentiated contexts

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

Abusive supervision and employee deviance : a multifoci justice perspective

In order to address the influence of unethical leader behaviors in the form of abusive supervision on subordinates’ retaliatory responses, we meta-analytically examined the impact of abusive supervision on subordinate deviance, inclusive of the role of justice and power distance. Specifically, we investigated the mediating role of supervisory- and organizationally focused justice and the moderating role of power distance as one model explaining why and when abusive supervision is related to subordinate deviance toward supervisors and organizations. With 79 independent sample studies (N = 22,021), we found that abusive supervision was more strongly related to supervisory-focused justice, compared to organizationally focused justice perceptions, and both types of justice perceptions were related to target-similar deviance (deviance toward the supervisor and organization, respectively). Finally, our results showed that the negative implications of abusive supervision were stronger in lower power distance cultures compared to higher power distance cultures.http://link.springer.com/journal/105512020-09-20hj2020Human Resource Managemen

Understanding Face and Shame: A Servant-Leadership and Face Management Model

Clergy can have a negative impact on churches and other individuals when they knowingly or unknowingly attempt to save face, that is, try to protect their standing or reputation. The desire to gain face and the fear of losing face and feeling ashamed will likely permeate clergy’s decision-making processes without even being noticed. This study explores the essence of face and face management and the relationship between face management and two characteristics of servant-leadership—awareness and healing—in both Chinese and American churches through the methodology of hermeneutic phenomenology. Prior to this study, to my knowledge, no hermeneutic phenomenological research of face management has been conducted in a church setting. Through a review of the literature, four areas are explored: face and shame, face management, servant-leadership, and face, shame, and face management within the church. This study obtained approval from the Institutional Review Board and informed consent from the participants. Three Chinese and three American Christian ministers were chosen to complete a question sheet and participate in two semi-structured interview sessions. A first cycle of open coding and second cycle of pattern coding were used during data analysis. Face experiences are discussed in light of eight major themes: body, triggers, becoming, face concepts, strategies, emotions, servant-leadership, and the church. Findings from the study help build a servant-leadership and face management model, which can offer an anchored approach for clergy and pastoral counselors to address face and shame and to develop therapeutic interventions

Willing and able: action-state orientation and the relation between procedural justice and employee cooperation

Existing justice theory explains why fair procedures motivate employees to adopt cooperative goals, but it fails to explain how employees strive towards these goals. We study self-regulatory abilities that underlie goal striving; abilities that should thus affect employees’ display of cooperative behavior in response to procedural justice. Building on action control theory, we argue that employees who display effective self-regulatory strategies (action oriented employees) display relatively strong cooperative behavioral responses to fair procedures. A multisource field study and a laboratory experiment support this prediction. A subsequent experiment addresses the process underlying this effect by explicitly showing that action orientation facilitates attainment of the cooperative goals that people adopt in response to fair procedures, thus facilitating the display of actual cooperative behavior. This goal striving approach better integrates research on the relationship between procedural justice and employee cooperation in the self-regulation and the work motivation literature. It also offers organizations a new perspective on making procedural justice effective in stimulating employee cooperation by suggesting factors that help employees reach their adopted goals

Leader-member exchange (LMX) differentiation and work outcomes:conceptual clarification and critical review

According to Leader-member Exchange (LMX) theory, leaders develop different quality relationships with followers in their team (termed LMX differentiation). An important theoretical question concerns how different LMX relationships within a team affect followers’ work outcomes. This paper provides a critical review of the concept of LMX differentiation. We propose that the LMX differentiation process leads to patterns of LMX relationships that can be captured by three properties (central tendency, variation, and relative position). We describe a taxonomy illustrating the different ways these properties have been conceptualized and measured. We identify two approaches to LMX differentiation as being a ‘perspective of the team’ (that are shared amongst team members) or a ‘perspective of the follower’ (subjective perceptions unique to each follower). These perspectives lead to different types of measures that predict different outcomes at the individual and team levels. We describe theoretical models employed to explain the effects of LMX differentiation (justice, social comparison and social identity theories). Generally, the lower the within-team variation in LMX or the more a team member’s LMX is higher than the mean team LMX, the better are the work outcomes, but many moderators condition these effects. Finally, we identify some key areas for future research