Mine is a likable rogue, yours is a degenerate criminal. When it comes to 'dirty campaign tricks' partisans tend to ignore bad news about their own.

Pundits appear eager to portray the partisan battles waged during the 2016 U.S. presidential election as reaching new lows where dirty politics were concerned. Yet despite massive media interest in dirty politics and academic investigations into many aspects of this soft underbelly of democratic elections, very little is known about the way the public responds to news about dirty politics—whether the misdeed is a stolen yard sign or a more serious allegation of election fraud. Research by Ryan L. Claassen and Michael J. Ensley reveals good reasons for monitoring public reactions to dirty politics. The public are not neutral when news about a political misdeed surfaces—instead the public see the misdeed through partisan lenses. This research raises new and interesting possibilities regarding the implications of Trump’s allegations of election fraud and likely public response to ongoing reports about investigations into alleged collusion between the Trump campaign and Russia

Subordinates’ Resistance and Managers’ Evaluations of Subordinates’ Performance

The authors explored the validity of two perspectives as to how managers evaluate subordinates who resist downward influence attempts: a uniformly dysfunctional perspective (i.e., managers regard all manifestations of resistance as indicators of ineffective influence and rate subordinates unfavorably when they resist) and a multifunctional perspective (i.e., managers regard some manifestations of resistance as more constructive than others and rate subordinates more favorably when they employ constructive resistance tactics). The results of two studies provided support for an interactive model, which predicts that the uniformly dysfunctional perspective is characteristic of lower quality leader-member exchange (LMX) relationships and that the multifunctional perspective is characteristic of higher quality leader-member exchanges

Subordinates’ Resistance and Managers’ Evaluations of Subordinates’ Performance

The authors explored the validity of two perspectives as to how managers evaluate subordinates who resist downward influence attempts: a uniformly dysfunctional perspective (i.e., managers regard all manifestations of resistance as indicators of ineffective influence and rate subordinates unfavorably when they resist) and a multifunctional perspective (i.e., managers regard some manifestations of resistance as more constructive than others and rate subordinates more favorably when they employ constructive resistance tactics). The results of two studies provided support for an interactive model, which predicts that the uniformly dysfunctional perspective is characteristic of lower quality leader-member exchange (LMX) relationships and that the multifunctional perspective is characteristic of higher quality leader-member exchanges

New Insights into the Structure of (1→3,1→6)-β-D-Glucan Side Chains in the Candida glabrata Cell Wall

β-glucan is a (1→3)-β-linked glucose polymer with (1→6)-β-linked side chains and a major component of fungal cell walls. β-glucans provide structural integrity to the fungal cell wall. The nature of the (1–6)-β-linked side chain structure of fungal (1→3,1→6)-β-D-glucans has been very difficult to elucidate. Herein, we report the first detailed structural characterization of the (1→6)-β-linked side chains of Candida glabrata using high-field NMR. The (1→6)-β-linked side chains have an average length of 4 to 5 repeat units spaced every 21 repeat units along the (1→3)-linked polymer backbone. Computer modeling suggests that the side chains have a bent curve structure that allows for a flexible interconnection with parallel (1→3)-β-D-glucan polymers, and/or as a point of attachment for proteins. Based on these observations we propose new approaches to how (1→6)-β-linked side chains interconnect with neighboring glucan polymers in a manner that maximizes fungal cell wall strength, while also allowing for flexibility, or plasticity