Positive Leader Research Articles

Pemimpin Ideal dan Karakteristik yang Didambakan dalam Menjawab Tantangan Zaman

<p><em>The existence of a leader is related to the aspects of role models, protection, and decision making. Leaders stand at the forefront of creating the realization of community welfare. The public's initial perception of the figure who is believed to be an ideal leader is often broken by the pattern of policies taken after the election of the figure as a leader. This also applies at the village to provincial levels of government. This social portrait is quite risky because it saves a latent danger in the form of people's disappointment with the leader. Writing this article aims to (1) describe the ideal leader figure coveted by the community and (2) explain the importance of leadership aspects that are able to answer the challenges of the times.This writing is done in descriptive analytical with literature study. The results were obtained: (1) There are aspects that are missed consistently in the community, such as integrity, fairness, and responsibility. The characteristics of positive leaders are able to create public optimism in looking at the future. (2) Leadership based on the foundation of virtuous character is needed in dealing with the dynamics of a rapidly changing era.</em><em></em></p>

Leader-Member Exchange and learning climate in increasing employee motivation: a post-pandemic perspective

Purpose: The paper tries to answer the following question: what are the relationships between the quality of leader-member exchange (LMX), learning climate, and employee motivation in public administration? Its purpose is to identify the relationships between LMX, learning climate, and employee motivation in public administration organizations. Methodology: The paper presents the results of a survey carried out in the Górnośląsko- Zagłębiowska Metropolis (Metropolis GZM), i.e. the metropolitan association located in the area of Upper Silesia. The sample consisted of 153 employees in all of 41 municipal offices of the Metropolis GZM. A model of relationships between LMX, learning climate, and employee motivation was proposed and tested using Structural Equation Modeling (SEM). Findings: It was found that the quality of LMX positively affected learning climate, which in turn influenced employee motivation. Analysis proved that learning climate mediated the relationship between LMX and motivation of public administration employees. Research limitations/implications: The study focused only on the municipal offices in the Metropolis GZM and its results cannot be generalized. However, it implies that public administration organizations can create the learning climate by improving relationships between supervisors and subordinates to increase employee motivation. Practical implications: The results obtained indicate that in the contemporary public administration, a traditional approach to motivate employees should evolve and move towards an approach based on positive social relations, mutual trust, and leaders’ developmental support. Originality/value: This research has provided empirical evidence regarding the relationships between the quality of LMX, learning climate and employee motivation which was hitherto absent from public administration.

On the Mechanisms of Lightning Initiation and Positive Leader Intergrowth

On the Mechanisms of Lightning Initiation and Positive Leader Intergrowth

BECOMING A COURAGEOUS, NET POSITIVE LEADER

AbstractThe authors bring years of experience to the task of writing about net positive leaders. Polman was the CEO of Unilever from 2009 to 2019, and Winston is a leading adviser on sustainable business strategy, who co‐authored a recent book with Polman. They discuss leaders who have taken courageous stands on social issues, beginning with an anecdote about Ed Stack, who was CEO/Chief Executive Officer of Dick's Sporting Goods in 2018, at the time of the Parkland, Florida school shootings. They write that “key stakeholders, and especially employees, are demanding that companies take a stand. Because of these changing norms and expectations, companies are increasingly wading into thorny debates about LGBTQ rights, guns, immigration, climate policy, racial equality, and more.” The authors discuss “five critical traits that help create and distinguish a net positive leader,” which in their words are: A sense of purpose; Empathy, humility, and humanity; Courage; The ability to inspire; and Openness to deep collaboration. In the first point, they write: “Tackling the biggest issues, such as fighting against climate change, or for justice and equality, while doing business well, is not easy work. Work is not always fun, but it's much easier when you feel that you have meaning.”

THE ROLE OF CREATIVE LEADERSHIP IN ACHIEVING CREATIVE PERFORMANCE

Studying the role of leadership and its sciences in scientific research. The company has developed its time, and linked it between international companies represented in the research to the relationship between creative leadership and performance, testing and measuring it, creative leadership and its role in achieving performance and reaching only good results. And the reason for the success of the organizations and their announcement is the interest in the workers in the name of the organization and their containment in a way that makes them feel that they are from that organization. As for the most important recommendations, the leaders of organizations should choose a distinctive pattern of positive leaders, represented by creative leadership and lofty values, to gain the energies and experiences of the workers and make them more creative in their performance in the organization. To outstanding creative performance in addition to what you provide and then working hard and working hours for employees will lead to the employee's well-being and then his loyalty and adherence to it

In‐Cloud Discharge of Positive Cloud‐To‐Ground Lightning and Its Influence on the Initiation of Tower‐Initiated Upward Lightning

AbstractWe conducted a comprehensive observation of tower‐initiated upward lightning (UL) during the summer season from 2012 to 2020, using high‐speed video and the Beijing Broadband Lightning Network (BLNET). A total of 25 UL flashes were observed, and 21 of them were triggered by nearby positive cloud‐to‐ground (CG) lightning. It is interesting to note that eight (38%) of the parent +CG lightning flashes have more than one return stroke (RS). The distance between the UL and the grounding point of its parent +CG lightning was 4–38 km, where nine (43%) of the UL were triggered less than 2 ms after the positive RS, and 11 (52%) of them were triggered after a long time delay of 5–187 ms. Based on high‐speed video and mapping results, the short time delay was associated with the reactivation of the decayed established leader above the tower. The long time delay was associated with the negative leader extending to the region above the tower during the long continuing current. The positive E‐field change during RS or continuing current period favored the inception of an upward leader. Although both preliminary breakdown (PB) and RS in a +CG flash produced positive E‐field changes, an upward positive leader induced by PB aborted its sustained propagation after +RS.

The Leadership Traits: Analysing the Role of Harpreet Singh Bedi in the Film Rocket Singh: Salesman of the Year

This descriptive and analytical paper on leader traits of Harpreet Singh Bedi, protagonist of the film Rocket Singh: Salesman of the Year aims to identify leader traits of Bedi and study its impact on organization, employees and customers. The paper comprises of extensive secondary literature on leaderships traits and critical analysis of the film in order to establish the link between positive leadership, organization and customer satisfaction. A highly motivated and positive leader influence and motivates his team, helps the business to grow, organization to flourish and customers to remain satisfied and loyal.

Multiple Strokes Along the Same Channel to Ground in Positive Lightning Produced by a Supercell

AbstractPrevious studies have shown that subsequent leaders in positive cloud‐to‐ground lightning (+CG) flashes rarely traverse pre‐existing channels to ground. In this paper, we present evidence that this actually can be common, at least for some thunderstorms. Observations of +CG flashes in a supercell storm in Argentina by Córdoba Argentina Marx Meter Array (CAMMA) are presented, in which 54 (64%) of 84 multiple‐stroke +CG flashes had subsequent leaders following a pre‐existing channel to ground. These subsequent positive leaders are found to behave similarly to their negative counterparts, including propagation speeds along pre‐existing channels with a median of 8 × 106 m/s, which is comparable to that of negative dart leaders. Two representative multiple‐stroke +CG flashes are presented and discussed in detail. The observations reported herein call for an update to the traditional explanation of the disparity between positive and negative lightning.

Transformed by the family: An episodic, attachment theory perspective on family-work enrichment and transformational leadership.

While transformational leadership is foundational to individual, team, and organizational success, many managers struggle to consistently exhibit the behaviors captured in transformational leadership. Unfortunately, relatively little is known about what factors explain this day-to-day variation on transformational leadership. Drawing upon and extending attachment theory, we assert that one answer is found at home: managers need daily family support to ensure that they consistently display transformational leader behaviors at work. We thus develop a model suggesting that family-work enrichment (FWE) acts as a within-person prime of promotion focus, which in turn enables supervisors to engage in transformational behaviors on a daily basis. In so doing, we explore a pair of theoretically derived boundary conditions of this effect-supervisor attachment styles. The results from two experience-sampling studies support our model. Specifically, daily FWE was positively associated with transformational leadership through daily promotion focus, with the positive effects being weaker for those higher on attachment avoidance and stronger for those higher on attachment anxiety. This article thus expands our understanding of the link between positive family experiences and leader behaviors, suggesting that while the family is a daily source of positive inspiration for supervisors, these positive results are not universal across all supervisors. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Assessment of European Foundation for Quality Management of Organizational Excellence Model Function of Yasuj Shahid Beheshti Hospital

Background: Organizations have to apply modern management systems in order to move toward their excellent function. The EFQM (European Foundation for Quality Management) organizational excellence model, established in Europe, is one of the outstanding methods during the last two decades in the field of management. Using the EFQM model creates positive leaders, satisfied customers and good change management. The purpose of this study is to assess Yasuj Shahid Beheshti Hospital function based on EFQM model. Methods: this Cross-sectional-descriptive study conducted in 2020 in a health care center under supervision of the University of Medical Science of Kohkiloyeh Boyer Ahmad. The study population was selected from members of quality improvement committee in the studied hospitals. The statistical population was 200 people and 127 people were selected by Morgan table. The data gathering tools were assessment excellence model questionnaire. Results: results revealed that the maximum score obtained both totally and for the empowering factors was processes (50.52) and the minimum obtained for empowering items was 21.14 for the population results. Other factors values were obtained 35.08, 27.17, 30.69, 40.53, 75.64, 22.48 and 64.45 for leadership, policies and strategies, human resource, partnership and resources, customer's results, staff results and key hospital results, respectively. Conclusion :According to the results of the present study it seems that the organizational excellence model can be utilized as a comprehensive for assessing the healthcare centers.

Optical Signatures Associated With Streamers and Leaders of Laboratory Discharges

AbstractThis work investigates the strongest optical emissions associated with long laboratory sparks (at the wavelengths of 337 and 777 nm) with the aim to understand similar emissions in lightning. The processes of the long‐spark formation are studied by using optical measurements, current signatures, and short‐time exposure images. Blue optical emissions (337 nm) are associated with streamer development and negative leader stepping, and the optical pulses have good correlation with current pulses. Red optical emissions (777 nm) are mainly associated with stable leader propagation, when this irradiance is predominant over the blue one. The results indicate that formations of stems from positive leaders also produce emissions at 777 nm. This work aims to support satellite‐based measurements that perform optical measurements in the same wavelength ranges.

Electromagnetic Characteristics of Upward Leader Initiated From the Canton Tower: A Comparison With Rocket‐Triggered Lightning

AbstractBy using the synchronous observation data obtained at the Tall‐Object Lightning Observatory in Guangzhou (TOLOG) of 2019, the electromagnetic characteristics of upward positive leader (UPL) ascending from the 600‐m high Canton Tower are examined, and are compared with the magnetic field (B‐field) radiation of UPL in rocket‐triggered lightning. Before the inception of sustained UPL, small electric field (E‐field) pulses are superposed on the fast E‐field changes. The timescale of B‐field pulses corresponding to the E‐field pulses ranges from 5 to 9 μs, and the inter‐pulse interval is about 30 μs, which are both similar to the B‐field pulses associated with the precursors of rocket‐triggered lightning. Measurements show that the precursor‐like stage is likely common for upward lightning initiated from the Canton Tower. Moreover, the UPL channel of tower‐initiated upward lightning extends significantly in the first several ms with the initial average two‐dimensional (2‐D) velocity of 8.77 × 105 m/s (3‐D velocity of 11.0 × 105 m/s), which is one order of magnitude faster than the UPL initiated from the wire tip of rocket‐triggered lightning, indicating that initiation of UPL from Canton Tower benefits from a substantial E‐field enhancement of nearby lightning discharges. However, this favorable condition is rapidly consumed during the UPL development, causing the average 2‐D velocity of UPL to decrease rapidly and maintain at about 0.5 × 105 m/s. It is noted that the variation in the 2‐D speed of sustained UPL differs from tower‐initiated upward lightning reported in the literature, which is possibly associated with the physical and geometric properties of the tower.

A New Approach of 3D Lightning Location Based on Pearson Correlation Combined with Empirical Mode Decomposition

To improve the accuracy of pulse matching and the mapping quality of lightning discharges, the Pearson correlation method combined with empirical mode decomposition (EMD) is introduced for discharge electric field pulse matching. This paper uses the new method to locate the lightning channels of an intra-cloud (IC) lightning flash and a cloud-to-ground (CG) lightning flash and analyzes the location results for the two lightning flashes. The results show that this method has a good performance in lightning location. Compared with the pulse-peak feature matching method, the positioning results of the new method are significantly improved, which is mainly due to the much larger number of positioning points (matched pulses). The number of located radiation sources has increased by nearly a factor of seven, which can significantly improve the continuity of the lightning channel and clearly distinguish the developmental characteristics. In the CG flash, there were three negative recoil streamers in the positive leader channel. After the three negative recoil streamers were finished, taking approximately 1 ms, 12 ms, and 2 ms, respectively, the negative leader channel underwent a K-process. The three negative recoil streamers are not connected to the K-processes in the negative leader channel. We think that the three negative recoil streamers may have triggered the three K-processes, respectively.

Side Discharges From the Active Negative Leaders in a Positive Cloud‐To‐Ground Lightning Flash

AbstractWe found two kinds of side breakdowns from the active horizontal negative channel in a positive cloud‐to‐ground flash. During the propagation of the negative leader in the field‐of‐view, some decayed negative branches were reactivated, and most of them promoted the propagation of advancing negative leaders. The reactivations extended outward from the edge of the negative leader channel with an average speed of 2.2 × 106 m s−1, but they produced no distinct VLF‐VHF radiations, as confirmed by the lightning mapping results. The reactivations of decayed negative branches were different from recoil leaders in the decayed negative leader because we deduce the outward breakdown has changed its polarity. In addition, the negative channel that induced a downward positive leader was hot and conductive, as revealed by its brightness. The results indicate that disconnection or current cutoff on the negatively charged lightning channel is unnecessary for the inception of a downward positive leader.

On the Transition From Precursors to the Initial Upward Positive Leader in Negative Rocket‐Triggered Lightning

AbstractPrecursory current pulses (precursors) and initial upward leader pulses are examined to characterize the charge transfer of precursors and the sustained upward leader during the early stage of rocket‐triggered lightning. According to the analysis of six negative triggered flashes, it is found that both precursors and the initial upward positive leader (iUPL) pulse are led by a small deflection that appears at about 25 μs prior to the major pulses. The characteristics of precursors and iUPL pulses are very similar except that the precursors generally transfer less electric charge (35.07 μC on average) than iUPL pulses do (64.73 μC on average). Some marginal differences in the parameters (e.g., rise time, duration) may be attributed to the modification of the current pulses caused by the different impedances of the leader channel and the steel wire. The ascending rocket causes the enhancement of electric field (E‐field) in the close vicinity of the wire tip, and therefore the breakdown of the iUPL is initiated by a stronger E‐field than that of the precursors. The step lengths of the precursors (defined as the extended length of the wire tip lifted by the rocket between two adjacent isolated precursors) are similar to that of iUPL pulses. Our analyses indicate that the transition from precursors to the iUPL occurs when the E‐field around the wire tip is strong enough, by the accumulation of more positive charge, to launch a meter‐scale breakdown and the ensuing charge transfer to ground.

Developing the Positive Identity of Minoritized Women Leaders in Higher Education: How can Multiple and Diverse Developers Help With Overcoming the Impostor Phenomenon?

Minoritized women remain underrepresented in leadership positions, especially within higher education (HE). A key barrier to advancement for women of color is their susceptibility to impostor phenomenon (IP). A developmental network where the minoritized woman receives developmental support from multiple individuals is a potentially powerful intervention that can help them advance their careers, but there is a general lack of research on IP in the context of minoritized women’s leadership development and the role of developmental support, especially with regards to multiple diversified developmental relationships. Therefore, this paper integrates various literature streams (leader development for minoritized women in higher education, IP, mentoring) and offers a conceptual framework that utilizes a developmental network perspective. The propositions offered explain how multiple developers can help minoritized women address IP and develop positive leader identities, as well as how both parties can better anticipate and handle challenges related to diversified developmental relationships in HE.

Terrestrial gamma-ray flashes initiated by positive leaders

Terrestrial gamma-ray flashes (TGFs) are powerful submillisecond bursts of gamma rays produced by thunderstorms. To date, most TGFs have been observed by spacecraft in low-Earth orbit and have been found to be associated with negative intracloud lightning leaders. In recent years, TGFs have also been measured on the ground as downward beams originating from the overhead storms. While the majority of these ground-level TGFs appear to be associated with negative lightning leaders, similar to the TGFs seen from space, others are associated with upward-propagating positive leaders. In this paper, Runaway Electron Avalanche Model Monte Carlo simulations, modified to include low-energy electron and ion currents and self-consistent electric fields, are used to model TGF production by the relativistic feedback mechanism initiated by positive leaders. It is found that intense bursts of gamma rays are produced by positive leaders, similar to the observed ground-level TGFs. It is also found that these events produce dangerous radiation doses in excess of 1 Sievert and so may be of concern for aviation safety.

A Distinct Class of High Peak‐Current Lightning Pulses Over Mountainous Terrain in Thunderstorms

AbstractCloud‐to‐ground strokes, narrow bipolar events, and energetic in‐cloud pulses are known classes of high peak‐current lightning processes that occur in thunderstorms. Here, we report one more distinct class of high peak‐current events observed exclusively over mountainous terrain, usually above 2,000 m altitude, in the continental Unites States. These events, which we call mountain‐top energetic pulses (MEPs), are bipolar pulses with negative radiated field polarities. MEPs are generated between the high mountain tops and compact overhead thunderclouds. Evidence supports the hypothesis that MEPs are produced by terrain‐initiated upward positive leaders propagating in high electric fields due to the proximity of the low negative charge regions of the thunderstorms. This scenario further suggests the possibility that MEPs are associated with downward terrestrial gamma‐ray flashes, and their high peak currents imply that they may produce elves.

TRAVERSING TO A POSITIVE LEADERSHIP: A FRAMEWORK

To the leaders out there and the leaders of tomorrow, this paper unlocks a new leadership framework, which sets practical standards expected of an individual regardless of discipline. This framework depicts eight key attributes for positive leadership which favors what the leader believes, what to expect from him/her, what the leader expects from the world, and in ways the universe can help the leader become a better positive leader.

Multilevel analysis of evolution of team process and their relation to performance in semi-professional soccer

The aim of the study was to examine the evolution of players' perception of group variables (leadership, motivational climate, cohesion, and collective efficacy) and to determine whether the intercept and growth trajectory differed as a function of whether expectations have or have not been met in a sample of semi-professional Spanish football players. The results show that the levels of the variables (except for autocratic leadership and coach-created ego climate) decrease over the season. Furthermore, the mean scores of the “fully meets expectations” group were significantly higher in positive leader characteristics, coach-created task climate, cohesion and collective efficacy. Also, rates of decline were significantly greater in the “does not meet expectations” group. The results indicate the importance of establishing reachable expectations by coaches and players because to achieve or to miss the expected goals can affect psychological group dynamics.