Asking the Right Questions About Leadership: Discussion and Conclusions

Five questions prompted by the articles in the American Psychologist special issue on leadership (January 2007, Vol. 62, No. 1) suggest some new directions for leadership research: (1) Not do leaders make a difference, but under what conditions does leadership matter? (2) Not what are the traits of leaders, but how do leaders' personal attributes interact with situational properties to shape outcomes? (3) Not do there exist common dimensions on which all leaders can be arrayed, but are good and poor leadership qualitatively different phenomena? (4) Not how do leaders and followers differ, but how can leadership models be reformulated so they treat all system members as both leaders and followers? (5) Not what should be taught in leadership courses, but how can leaders be helped to learn?Psycholog

Burnout Among Postsecondary Faculty In North Dakota

The purpose of this study was to identify burnout levels of full-time faculty holding rank of assistant, associate, or full professor in three categories of institutions in North Dakota. The three categories comprised eight North Dakota public colleges and universities. Specifically the research questions were: (1) What level of burnout exists among full-time, postsecondary faculty? (2) Are there differences in burnout levels by rank among full-time, postsecondary faculty? (3) Are there differences in burnout levels of full-time faculty members by category of institution? (4) Are there differences in burnout levels by certain demographic variables? After a telephone pre-contact was made to solicit participation, a cover letter, demographic data sheet, and the Maslach Burnout Inventory-Educators Survey (MBI-ES) were sent to 350 faculty members in the North Dakota University System. Three hundred thirty-six responses (or 96%) were returned. Of these, 306 (or 87%) were complete and usable. Data analysis included descriptive and inferential statistics. The One-Way Analysis of Variance technique and the Tukey\u27s procedure were run. As a group, the North Dakota sample were found to have a significantly higher burnout level on all three of the MBI-ES sub-scales (Emotional Exhaustion, Depersonalization, and Personal Accomplishment) than the national average. Associate professors had a significantly higher Depersonalization score than full and assistant professors. No statistically significant differences in burnout levels were found by category of institution. Significant differences in burnout levels by age, highest degree, and perceived pressure to engage in publishing or creative production occurred. Faculty age group 40–49 had a significantly higher Emotional Exhaustion and Depersonalization score than age group over 50. Faculty with doctoral degrees were significantly lower in their Personal Accomplishment score than those with masters degrees. Finally, faculty who indicated that they felt pressure to be involved in scholarly activity had a significantly higher score on Emotional Exhaustion than those who reported no pressure

How Individual Power Use Affects Team Process and Performance: Implications for the Powerholder

Even within teams of peers, certain individuals have more power than others. Individual members may have essential skills and experience, networks outside the team, or status within the organization that give them more power than the average team member (French & Raven, 1959; Hollander, 1958). How these powerholders use their power may vary from team to team. For example, consider a task force whose purpose is to solve a problem in the organization’s ability to attract new members. One member of the team is especially expert in member-engagement practices and root cause analysis, upon which the team is dependent to complete its task well. This dependency gives her power (Emerson, 1964). She might use her power solely to influence the team’s task approach in the areas most relevant to her particular skill. Or she may use her special influence to dominate a range of team functions, from managing relations with senior leaders, to controlling the conflict-management processes within the group. Or she might exert no special influence at all, acting as an average team member in all domains. What consequences might her choices have for the effectiveness of this team

Leading Teams When the Time is Right: Finding the Best Moments to Act

Psycholog

Behind the Seniors

HR can give chief executives some invaluable prompts from the wings as they take to the stage with a new top team, Harvard researchers have found.Psycholog

The effects of financial aid on college student persistence

Student enrollment is of paramount importance to most colleges\u27 and universities\u27 financial stability, particularly private institutions which rely heavily on tuition revenue. Some colleges and universities have invested in costly recruitment strategies to increase enrollment. Many institutions, however, view student retention as the most cost-effective means of stabilizing enrollment (Moline, 1987; Tinto, 1987). Student retention is an obvious goal for all institutions of higher education

J. Richard Hackman (1940-2013)

When J. Richard Hackman died in Cambridge, Massachusetts, on January 8, 2013, psychology lost a giant. Six and a half feet tall, with an outsize personality to match, Richard was the leading scholar in two distinct areas: work design and team effectiveness. In both domains, his work is foundational. Throughout his career, Richard applied rigorous methods to problems of great social importance, tirelessly championing multi-level analyses of problems that matter. His impact on our field has been immense

Prelude: the future of structural bamboo

Prelude demonstrates the possibilities for engineered bamboo in structural applications. Our pavilion is composed of a spiral pathway that cantilevers from the base and embodies the function of the Muziekgebouw through a lightweight design that mirrors a musical prelude in structure, concept and form. Inspired by Guastavino´s masonry vaults, the structure evokes the image of a spiral staircase originally constructed from thin tiles, transformed in a novel material with properties distinct from structural masonry. With a growing need for the development of sustainable materials, engineered bamboo combines the benefits of a natural fibre composite with the advantages of a laminated material. Highly renewable, large diameter bamboo used for structural applications is harvested every 4-5 years. Once harvested, the raw material can be processed into strips, which are then laminated into a board product. The processing reduces inherent geometric and mechanical variability of the natural material that currently limit the application of bamboo products. Currently promoted as a decorative material, Prelude is an example of the potential use of engineered bamboo beyond surface applications in architecture

Evaluation of structurally diverse neuronal nicotinic receptor ligands for selectivity at the α6 subtype

Direct comparison of pyridine versus pyrimidine substituents on a small but diverse set of ligands indicates that the pyrimidine substitution has the potential to enhance affinity and/or functional activity at α6 subunit-containing neuronal nicotinic receptors (NNRs) and decrease activation of ganglionic nicotinic receptors, depending on the scaffold. The ramifications of this structure–activity relationship are discussed in the context of the design of small molecules targeting smoking cessation

What an Agile Leader Does: The Group Dynamics Perspective

When large industrial organizations change to (or start with) an agile approach to operations, managers and some employees are supposed to be “agile leaders” often without being given a clear definition of what that comprises when building agile teams. An inductive thematic analysis was used to investigate what 15 appointed leaders actually do and perceive as challenges regarding group dynamics working with an agile approach. Team maturity, Team design, and Culture and mindset were all categories of challenges related to group dynamics that the practitioners face and manage in their work-life that are not explicitly mentioned in the more process-focused agile transformation frameworks. The results suggest that leader mitigation of these three aspects of group dynamics is essential to the success of an agile transformation