Introduction to the Special Issue: What We Can Learn from Large Scale Human Resources Initiatives in the Federal Government and Department of Defense

Arguably, the government has some of the most complex and sophisticated Human Resource (HR) initiatives of any organization in the country. This is due to at least three reasons. First, the sheer size of the government requires sophisticated HR systems to manage the huge number of HR decisions required. Second, the HR systems in the government must respond to much greater external (public) scrutiny than any other organization because it is funded by government money and must be responsive to taxpayers interests and concerns. As such, fairness and defensibility are far more important factors than in other organizations. Third, the government HR systems must comply with many more laws and regulations than other organizations, thus placing constraints on informal judgment and discretion and requiring sophisticated formal decision-making systems

Semiclassical Strings in AdS_5 x S^5 and Automorphic Functions

Using AdS/CFT we derive from the folded spinning string ordinary differential equations for the anomalous dimension of the dual N=4 SYM twist-two operators at strong coupling. We show that for large spin the asymptotic solutions have the Gribov-Lipatov recirocity property. To obtain this result we use a hidden modular invariance of the energy-spin relation of the folded spinning string. Further we identify the Moch-Vermaseren-Vogt (MVV) relations, which were first recognized in plain QCD calculations, as the recurrence relations of the asymptotic series ansatz.Comment: 4 page

Cognitive shifts within leader and follower teams:Where consensus develops in mental models during an organizational crisis

This empirical study investigates cognitive shifts in both leader and follower teams when developing consensus or agreement in how to resolve a slowly emerging organizational crisis over time. The cognitive maps of leaders and followers are analyzed in team settings to explain where consensus is formed. The findings indicate that consensus, or the agreement on the causal beliefs held to be critical to organizational adaptation and success, builds over time within both leader and follower teams. However, when comparing the development of consensus longitudinally, the findings confirm that the mental models of leadership teams converge towards follower teams, and not the other way around, during the crisis. The study provides new insights into the importance of the causal beliefs of follower teams when developing a vision to coordinate action to resolve a crisis

Collective leadership behaviors : evaluating the leader, team network, and problem situation characteristics that influence their use

The focus on non-hierarchical, collectivistic, leadership has been steadily increasing with several different theories emerging (Yammarino, Salas, Serban, Shirreffs, & Shuffler, 2012). While most take the view that collectivistic approaches to leadership (e.g., shared and distributed leadership) are emergent properties of the team, a recent, integrative framework by Friedrich, Vessey, Schuelke, Ruark and Mumford (2009) proposed that collective leadership, defined as the selective utilization of expertise within the network, does not eliminate the role of the focal leader. In the present study, three dimensions of collective leadership behaviors from the Friedrich et al. (2009) framework — Communication, Network Development, and Leader–Team Exchange were tested with regard to how individual differences of leaders (intelligence, experience, and personality), the team's network (size, interconnectedness, and embeddedness), the given problem domain (strategic change or innovation), and problem focus (task or relationship focused) influenced the use of each collective leadership dimension

Alternating groups and moduli space lifting Invariants

Main Theorem: Spaces of r-branch point 3-cycle covers, degree n or Galois of degree n!/2 have one (resp. two) component(s) if r=n-1 (resp. r\ge n). Improves Fried-Serre on deciding when sphere covers with odd-order branching lift to unramified Spin covers. We produce Hurwitz-Torelli automorphic functions on Hurwitz spaces, and draw Inverse Galois conclusions. Example: Absolute spaces of 3-cycle covers with +1 (resp. -1) lift invariant carry canonical even (resp. odd) theta functions when r is even (resp. odd). For inner spaces the result is independent of r. Another use appears in, http://www.math.uci.edu/~mfried/paplist-mt/twoorbit.html, "Connectedness of families of sphere covers of A_n-Type." This shows the M(odular) T(ower)s for the prime p=2 lying over Hurwitz spaces first studied by, http://www.math.uci.edu/~mfried/othlist-cov/hurwitzLiu-Oss.pdf, Liu and Osserman have 2-cusps. That is sufficient to establish the Main Conjecture: (*) High tower levels are general-type varieties and have no rational points.For infinitely many of those MTs, the tree of cusps contains a subtree -- a spire -- isomorphic to the tree of cusps on a modular curve tower. This makes plausible a version of Serre's O(pen) I(mage) T(heorem) on such MTs. Establishing these modular curve-like properties opens, to MTs, modular curve-like thinking where modular curves have never gone before. A fuller html description of this paper is at http://www.math.uci.edu/~mfried/paplist-cov/hf-can0611591.html .Comment: To appear in the Israel Journal as of 1/5/09; v4 is corrected from proof sheets, but does include some proof simplification in \S

Developing Leadership for Creative Efforts: A Preface

Michael D. Mumford is the George Lynn Cross distinguished research professor of psychology at the University of Oklahoma where he directs the Center for Applied Social Research. He received his doctoral degree from the University of Georgia in 1983 in the fields of industrial and organizational psychology and psychometrics. He is a fellow of the American Psychological Association (Divisions 3, 5, 10, 14), the Society for Industrial and Organizational Psychology, and the American Psychological Society. He has written more than 270 articles on leadership, creativity, innovation, planning, and ethics. He has served as senior editor of The Leadership Quarterly, and he sits on the editorial boards of the Creativity Research Journal, The Journal of Creative Behavior, IEEE Transactions on Engineering Management, and Ethics and Behavior, among other journals. He has served as principal investor on grants totaling more than US$30 million from the National Science Foundation, The National Institute of Health, the Department of Defense, the Department of Labor, and the Department of State. He is a recipient of the Society for Industrial and Organizational Psychology’s M. Scott Myers Award for Applied Research in the Workplace.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Situational impacts on leader ethical decision-making

Leader ethical decision-making has received a great deal of attention in the academic literature. Most research examining ethical leadership has focused on the leader characteristics and subordinate outcomes associated with ethical leadership, but research examining the situational variables influencing leader ethical decision-making is limited. Thus, the purpose of this study was to examine a number of situational variables that may influence leader ethical decision-making. This study examined the impacts of performance pressure, interpersonal conflict, the leader’s decision-making autonomy, the type of ethical issue at hand, and the level of authority of the other person involved in the interaction. The results indicated that when making a decision in response to a superior (as opposed to a peer or subordinate), leaders make worse decisions. Additionally, a number of interactions of the other variables negatively impacted leaders’ ethical decision-making. The implications of these findings are discussed

Development of leadership skills: Experience and timing

To develop organizational leaders we need to understand how requisite skills are acquired over the course of people\u27s careers. In this article, a cross-sectional design was used to assess differences in leadership skills across six grade levels of officers in the U.S. Army. Increased levels of knowledge, problem-solving skills, systems skills, and social skills were found at higher grade levels. Certain skills and experiences, however, were found to be particularly important at certain phases of leaders\u27 careers. These findings are used to propose an organization-based model of skill development. Implications of this model for leader development programs are discussed

Criticism and outstanding leadership : an evaluation of leader reactions and critical outcomes

Outstanding political leaders are frequently called upon to make high-stakes decisions. Because of the controversial and highly visible nature of these issues, they often face intense criticism. Leaders' responses to criticisms not only affect follower reactions, but also the successful resolution of the contested issue. The present study examines leader and follower reactions to different types of criticisms. A historiometric approach was used to examine biographies containing criticisms of 120 world leaders and to explore leader behaviors in response to criticisms. Specifically, leader response strategies and their success in terms of follower reactions and resolution of the criticism were examined. The results indicated that collaborative or confrontational leader response strategies proved most effective in terms of the leader's ability to continue forward with a particular agenda item and to gather support of those around him or her. Conversely, avoidant, diverting attention, and persuasive response strategies proved less effective