THE IMPACT OF PARENTAL JOB INSECURITY ON YOUTHS' CAREER DEVELOPMENT

Ph.DDOCTOR OF PHILOSOPH

Hybrid Wavelet and Principal Component Analyses Approach for Extracting Dynamic Motion Characteristics from Displacement Series Derived from Multipath-Affected High-Rate GNSS Observations

Nowadays, the high rate GNSS (Global Navigation Satellite Systems) positioning methods are widely used as a complementary tool to other geotechnical sensors, such as accelerometers, seismometers, and inertial measurement units (IMU), to evaluate dynamic displacement responses of engineering structures. However, the most common problem in structural health monitoring (SHM) using GNSS is the presence of surrounding structures that cause multipath errors in GNSS observations. Skyscrapers and high-rise buildings in metropolitan cities are generally close to each other, and long-span bridges have towers, main cable, and suspender cables. Therefore, multipath error in GNSS observations, which is typically added to the measurement noise, is inevitable while monitoring such flexible engineering structures. Unlike other errors like atmospheric errors, which are mostly reduced or modeled out, multipath errors are the largest remaining unmanaged error sources. The high noise levels of high-rate GNSS solutions limit their structural monitoring application for detecting load-induced semi-static and dynamic displacements. This study investigates the estimation of accurate dynamic characteristics (frequency and amplitude) of structural or seismic motions derived from multipath-affected high-rate GNSS observations. To this end, a novel hybrid model using both wavelet-based multiscale principal component analysis (MSPCA) and wavelet transform (MSPCAW) is designed to extract the amplitude and frequency of both GNSS relative- and PPP- (Precise Point Positioning) derived displacement motions. To evaluate the method, a shaking table with a GNSS receiver attached to it, collecting 10 Hz data, was set up close to a building. The table was used to generate various amplitudes and frequencies of harmonic motions. In addition, 50-Hz linear variable differential transformer (LVDT) observations were collected to verify the MSMPCAW model by comparing their results. The results showed that the MSPCAW could be efficiently used to extract the dynamic characteristics of noisy dynamic movements under seismic loads. Furthermore, the dynamic behavior of seismic motions can be extracted accurately using GNSS-PPP, and its dominant frequency equals that extracted by LVDT and relative GNSS positioning method. Its accuracy in determining the amplitude approaches 91.5% relative to the LVDT observations

Leveraging subordinates for performance how managers benefit from mentoring relationships

Using multisource data from 37 countries encompassing a sample of 9,039 managers and their subordinates, we find that managers who provide more career mentoring receive higher performance ratings. This relationship holds true in all cultures but is more salient in more assertive than less assertive cultures. Conversely, managers who provide psychosocial mentoring receive higher performance ratings only in more assertive cultures. By understanding how the two types of mentoring behaviors affect managers' performance across cultures with different levels of assertiveness, this study provides insight into how managers (especially expatriates and managers of cross-cultural teams) can adapt their mentoring behaviors across cultures

Asian leadership: foundations, diversity and challenges

[Extract] Leadership is fundamental to organisational development and growth. It creates a vision and a benchmark and sets goals that influence and guide performances from the top to the bottom level (Anderson, 2006; Chemers, 2001; Hollander, 1985). A review of the leadership literature highlights the fact that most studies have long argued for leadership to be a universal phenomenon (Garfield et al., 2020; Larsson & Vinberg, 2010; Singh, 2020). Western models have dominated advances in the field. Most of these models consider leadership to be universal and prescriptive, where a leader is seen to have common traits and abilities, with qualities that do not interact with the respective cultures (Sanchez-Runde et al., 2011). Western models of traits (e.g., person-centred studies; Judge et al., 2004) and behavioural approaches (e.g., initiating structures and consideration behaviour of a leader based on Ohio state studies; Stogill & Coons, 1957) have been a lens to identify and study leaders all over the world. For example, Sinha’s (1980) model of the Nurturant-Task Leader developed in the Indian context is rooted in the two-factor leadership model of the task and relationship-oriented leader. Developments in cross-cultural leadership research and management practices have highlighted the importance of local or culturally specific models. For example, Singh and Krishnan (2005) developed a measure of the Indian transformational leadership scale, but they still fall short in linking local leader attributes to global leader competencies

Sometimes it's better to leave me alone: the moderating role of culture on the relationship between leaders' mentoring and subordinate motivation

This paper examines two types of leadership mentoring behaviors: career mentoring and psychosocial mentoring. First, factor analysis was conducted to confirm the two factor solution. Second, this study examined the impact of leaders' self-report mentoring behaviors on subordinates' motivation using multisource data. Finally, this study also tested the moderating effect of two cultural factors, assertiveness and power distance. It is found that leaders' career and psychosocial mentoring were both positively related to subordinate motivation across 38 countries. The relationship between leaders' career mentoring and subordinate motivation was stronger in high assertiveness cultures, whereas the relationship between leaders' psychosocial mentoring and subordinate motivation was weaker in high assertiveness cultures. Moreover, the relationship between leaders' career mentoring and subordinate motivation was weaker in high power distance cultures