2
Background
The research focuses on investigating leaders from highly rated managed care organizations based on their leadership practices in comparison to leaders from low rated managed care organizations. High rated organizations are managed care organizations who have attained either 4.5 or 5 Medicare Stars ratings whiles low ratings organizations are organizations who have attained 3 Stars or less.
The research design: Survey was sent to leaders from both high Medicare rated and low rated organizations. I believe I have enough sample size so the result will be significant. I have received 35 response from leaders from high rated organizations and 35 from low rated organizations (35 participants each responded, making 70 participants in total). The goal is to find out if there is a significant difference in leadership practice between leaders from highly rated organizations and low rated organizations.
The survey tool used is Leadership Practice Inventory (LPI), which has a total of 30 behavioral statements that reflect on the practices leaders regularly use in managing their organizations. The leaders were invited to complete the survey online. The 30 survey questions are grouped in 5 Models:
1. Model the Way
1. Inspire a Shared Vision
1. Challenge the Process
1. Enable Others to Act
1. Encourage the Heart
The participants completed the LPI self-test, where they must rate themselves depending on the frequency, which they believe in engaging in each of the five models. They rate themselves on a 10 point likert scale, below.
1-Almost Never
3-Seldom
5-Occasionally
7-Fairly Often
9-Very Frequently
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
1. Dependent Variable: Attaining high Overall Medicare Star Rating
1. Independent Variables:
1. Leadership practice Practices (Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart)
1. Years of Experience
1. Leadership Style
Abbreviations meaning:
LP- Leadership Practice
MSR – Medicare Stars Ratings
MSROs – Medicare Stars Ratings Organizations
YoE – Years of Experience
The following hypotheses has been tested, analyzed (page 4-23). SPSS software was used for data analysis.
Hypothesis 1 - There is a significant difference in LP between leaders from high (4.5 or 5) MSROs and low (3 Stars or less) MSROs.
Hypothesis 2 – There is a strong relationship between MSRs and the LP of both high and low MSROs
Hypothesis 3 - In comparison to other 4 models (thus Model the Way, Challenge the Process, Enable Others to Act, Encourage the Hearts), practicing the “Inspire A Shared Vision” model is very significant in helping leaders influence the attainment of high MSR in MCOs.
Hypothesis 4 – The leaders’ leadership style contributes to a leader’s ability to influence the achievement of high Medicare ratings for MCO.
Hypothesis 5 – The Leaders’ of Years of Experience (YoE) is effective in enabling leaders influence the attainment o.
International Journal of Mathematics and Statistics Invention (IJMSI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJMSI publishes research articles and reviews within the whole field Mathematics and Statistics, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
International Journal of Mathematics and Statistics Invention (IJMSI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJMSI publishes research articles and reviews within the whole field Mathematics and Statistics, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Running head Organization behaviorOrganization behavior 2.docxtoltonkendal
Running head: Organization behavior
Organization behavior 2
Organization behavior
Name:
Institution:
Course:
Date:
Organizational behavior analyzes the environment in different perspectives in order to come up with policies which make the organization convenient in its business operations. The organization must analyze various factors which affect it in order to frame the different policies. This means finding out the challenges or problems which an individual face in an organization and also the problems that groups faces in the organization. In this context, organization behavior is simply the way which an organization uses to solve the problems in its environment (Kreitner 2012). This discussion will involve Apple Inc.
One of the challenges facing Apple Inc. is managing human resources. Human resources in Apple Inc. are an invaluable asset and are always associated with the organization. Apple had experienced problems in managing its human resources. Some of the issues it experienced include failing to retain employees’ talents, not observing diverse recruitment to its fullest, non-performance among employees and employees not getting their benefits appropriately (O'Grady 2015). This went hand in hand with violation of rules governing employees, code of conduct and features which keep the value of team and organization high. The individuals’ and organization’s wellbeing depend highly on each other. This means that what people do while in the organization should reflect what is in their mind. The organizational value highly depends on social responsibility which the organization is portraying. They should put up policies for protecting the organizational environment. The issue has affected the behavior of Apple and the human resource management sorted them out (O'Grady 2015).
Managing human resources and employees ethics is a very important issue and a backbone of any organization. If managed well, the organization is likely to succeed easily. If not managed well, the issues will spoil the organization’s reputation completely and the organization may not undergo dissolution (Kreitner 2012).
References
Kreitner, Angelo Kinicki & Robert. 2012. Organization behavior. New York: Wiley.
O'Grady, Jason D. 2015. Apple Inc. Westport, Conn: Greenwood Press.
DataIDSalaryCompaMidpoint AgePerformance RatingServiceGenderRaiseDegreeGender1GrStudents: Copy the Student Data file data values into this sheet to assist in doing your weekly assignments.The ongoing question that the weekly assignments will focus on is: Are males and females paid the same for equal work (under the Equal Pay Act)? Note: to simplfy the analysis, we will assume that jobs within each grade comprise equal work.The column labels in the table mean:ID – Employee sample number Salary – Salary in thousands Age – Age in yearsPerformance Rating - Appraisal rating (employee evaluation score)Service – Years of service (rounded)Gender – 0 = male, 1 = female Midpoi ...
2 PagesPost your evaluation of leadership style assessments, skendahudson
2 Pages
Post
your evaluation of leadership style assessments, such as the one you just completed, and the leadership style approach. Explain whether you think such assessments and a leadership style approach are useful for providing insight into leadership behavior for global change agents. Explain the potential impact of the use of such assessments for both individual employees and organizations. Also, explain the potential impact of the style approach to leadership for individual change agents and organizations.
*Be sure to support your work with
a minimum of two
specific citations from this week’s Learning Resources and one or more additional scholarly sources.
Scoring
The Leadership Behavior Questionnaire is designed to measure two major types of leadership behaviors: task and relationship. Score the questionnaire by doing the following: First, sum the responses on the odd-numbered items. This is your task score. Second, sum the responses on the even-numbered items. This is your relationship score.
Total scores: Task ______34________ Relationship ___38_________
Scoring Interpretation
45–50 Very high range
40–44 High range
35–39 Moderately high range
30–34 Moderately low range
25–29 Low range
10–24 Very low range
The behavioral approach has several strengths and weaknesses. On the positive side, it has broadened the scope of leadership research to include the study of the behaviors of leaders rather than only their personal traits or characteristics. Second, it is a reliable approach because it is supported by a wide range of studies. Third, the behavioral approach is valuable because it underscores the importance of the two core dimensions of leadership behavior: task and relationship. Fourth, it has heuristic value in that it provides us with a broad conceptual map that is useful in gaining an understanding of our own leadership behaviors. On the negative side, researchers have not been able to associate the behaviors of leaders (task and relationship) with outcomes such as morale, job satisfaction, and productivity. In addition, researchers from the behavioral approach have not been able to identify a universal set of leadership behaviors that would consistently result in effective leadership. Last, the behavioral approach implies but fails to support fully the idea that the most effective leadership style is a high–high style (i.e., high task and high relationship).
Overall, the behavioral approach is not a refined theory that provides a neatly organized set of prescriptions for effective leadership behavior. Rather, the behavioral approach provides a valuable framework for assessing leadership in a broad way as assessing behavior with task and
...
DataIDSalaryCompaMidpoint AgePerformance RatingServiceGenderRaiseDegreeGender1GrStudents: Copy the Student Data file data values into this sheet to assist in doing your weekly assignments.The ongoing question that the weekly assignments will focus on is: Are males and females paid the same for equal work (under the Equal Pay Act)? Note: to simplfy the analysis, we will assume that jobs within each grade comprise equal work.The column labels in the table mean:ID – Employee sample number Salary – Salary in thousands Age – Age in yearsPerformance Rating - Appraisal rating (employee evaluation score)Service – Years of service (rounded)Gender – 0 = male, 1 = female Midpoint – salary grade midpoint Raise – percent of last raiseGrade – job/pay gradeDegree (0= BS\BA 1 = MS)Gender1 (Male or Female)Compa - salary divided by midpoint
Week 1Week 1.Measurement and Description - chapters 1 and 2The goal this week is to gain an understanding of our data set - what kind of data we are looking at, some descriptive measurse, and a look at how the data is distributed (shape).1Measurement issues. Data, even numerically coded variables, can be one of 4 levels - nominal, ordinal, interval, or ratio. It is important to identify which level a variable is, asthis impact the kind of analysis we can do with the data. For example, descriptive statistics such as means can only be done on interval or ratio level data.Please list under each label, the variables in our data set that belong in each group.NominalOrdinalIntervalRatiob.For each variable that you did not call ratio, why did you make that decision?2The first step in analyzing data sets is to find some summary descriptive statistics for key variables.For salary, compa, age, performance rating, and service; find the mean, standard deviation, and range for 3 groups: overall sample, Females, and Males.You can use either the Data Analysis Descriptive Statistics tool or the Fx =average and =stdev functions. (the range must be found using the difference between the =max and =min functions with Fx) functions.Note: Place data to the right, if you use Descriptive statistics, place that to the right as well.Some of the values are completed for you - please finish the table.SalaryCompaAgePerf. Rat.ServiceOverallMean35.785.99.0Standard Deviation8.251311.41475.7177Note - data is a sample from the larger company populationRange304521FemaleMean32.584.27.9Standard Deviation6.913.64.9Range26.045.018.0MaleMean38.987.610.0Standard Deviation8.48.76.4Range28.030.021.03What is the probability for a:Probabilitya. Randomly selected person being a male in grade E?b. Randomly selected male being in grade E? Note part b is the same as given a male, what is probabilty of being in grade E?c. Why are the results different?4A key issue in comparing data sets is to see if they are distributed/shaped the same. We can do this by looking at some measures of wheresome selected values are within each data set - that .
Soon-to-beDr. Sharon ReedResults ppt Slides for your Conside.docxwhitneyleman54422
Soon-to-be
Dr. Sharon Reed
Results ppt Slides for your Consideration
Research Questions
Research Question 1 (RQ1)
Is there a difference in aims or goals emphasis, as a leadership behavior, between non-profit human services managers with and without human services degrees?
Research Question 2 (RQ2)
Is there a difference in personal backing, as a leadership behavior, between non-profit human services managers with and without human services degrees?
Research Question 3 (RQ3)
Is there a difference in work easing or facilitation, as a leadership behavior, between non-profit human services managers with and without human services degrees?
This study was guided by three research questions. They correspond to the three leadership behaviors of interest (aims or goals emphasis; personal backing; and work easing or facilitation). Associated hypotheses are listed in sections that present the results for the research questions.
2
Data Handling
Percentages rounded to whole numbers
Data were analyzed with SPSS v 25
Statistical significance alpha = .050
Reliability statistics w Cronbach’s alpha
Aims emphasis SS
Personal Backing SS
Work Easing SS
Percentages were rounded off to whole numbers and may not add up to precisely 100%. Data were analyzed with SPSS v 25, which is dedicated statistical software. Statistical significance was set at alpha = .050.
Reliability
Reliability statistics (i.e., internal consistency) were run on conceptually-similar survey items with Cronbach’s alpha for the three leadership behaviors of interest (aims or goals emphasis; personal backing; and work easing or facilitation). Cronbach’s alpha statistics range in value from 0 to 1. The closer Cronbach’s alpha is to 1, the greater the reliability of the database. Indices of .70 or higher reflect an adequately reliable database (Gliner & Morgan, 2000).
Summated Scale Scores
A summated scale was generated for each of the three leadership behaviors of interest (aims or goals emphasis; personal backing; and work easing or facilitation). A summated scale is a single empirical measure that represents multiple aspects of a construct in one variable (Hair et al., 2010). Deriving a single measure from several related aspects decreases the measurement error in the original data points, which increases data reliability and validity as well as parsimony in the overall number of variables (Hair et al., 2010). Because each summated score was a mean, its possible values ranged 1 – 7 (1 = strongly disagree, 7 = strongly agree) like the Likert scale used to measure responses to survey items.
Aims emphasis. Two survey items measured the leadership dimension of “aims emphasis.” An example of a survey item that measured aims emphasis is: “My manager makes sure subordinates have clear goals to achieve.” Internal consistency was high, Cronbach’s alpha = .74. Because of high internal consistency, a summated scale (SS) was generated, using the mean response of the related items. It is herea.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
1Running Head NURSING PROFESSIONALISM2NURSING PROFESSIONALI.docxfelicidaddinwoodie
1
Running Head: NURSING PROFESSIONALISM
2
NURSING PROFESSIONALISM
Nursing Professionalism
Name
Institution
Introduction
Generally, professionalism can be defined as the standard of behavior members of a certain profession are expected to display and this conduct is driven by the profession’s goals and qualities. Nurses and other health care providers portray professionalism by making sure they adhere to the set regulations, principles and standards of clinical practices in their attitudes, knowledge and behavior (Michiko et al., 2014, 579). Studies involving professionalism in the field of nursing have revealed that patients under the care of a nurse displaying professionalism have a higher chance of surviving than those under the care of a less professional nurse which serves as evidence for the importance of professionalism in nursing.
Professionalism and Education
Various surveys regarding nursing professionalism have been done and in a recent one, nurses in Japan scored a mean of 6.74 while those in Turkey had a much higher score of 16.7. The main variable in the set of nurses involved in the study was that only 43.5% of the Japanese nurses had a baccalaureate or a higher degree education level as compared to Turkey’s 79.5%. This validates previous findings that have concluded that professionalism in nursing or any other discipline increases with the level of education of the practitioner of the specific profession.
As mentioned above, professionalism is positively correlated with education level but the importance of this has been quantified by studies. It has been shown that increasing by 10% the number of nurses holding a bachelors degree or higher in a hospital causes a 5% decrease in the chance that an admitted patient will die within one month of admission (Michiko et al., 2014, 584). It also significantly decreases the likelihood of a patient dying due to sudden life threatening complications. High education levels combined with nursing experience are therefore vital in increasing professionalism.
Improving Professionalism
One of the ways to improve professionalism in the nursing practice is by improving working conditions. With Japan as an example, nurses work for long hours and have mandatory night shifts without receiving adequate compensation which has led to a high turnover rate. The low retention rate implies that nurses do not gain professionalism resulting from experience. Hence, it is imperative that health care institutions provide nurses with a work environment that is conducive for professional growth.
The importance of education for professionalism has been clearly es ...
Rater Issues in Performance ManagementMichael RosePsychology.docxmakdul
Rater Issues in Performance Management
Michael Rose
Psychology 601
Overview
Possible sources of performance information
Rater Motivation
Rater Training Programs
Case Study 6-4
Frame-of-Reference training
Article 1
Article 2
Article 3
Summary
Possible Sources of Performance Information (Raters)
Possible Sources
Supervisors
Peers
Subordinates
Self
Customers
Disagreements among raters
Not necessarily a problem
Behavioral indicators may vary across sources.
Important to define the target behavior clearly for all raters.
If disagreements are found, the importance of each source must be determined.
Rater Error Motivation
Raters may intentionally or unintentionally distort ratings.
Raters may be motivated to inflate or deflate ratings.
Motivation to provide accurate ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they provide accurate ratings.
Motivation to distort ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they distort ratings.
Motivations to Inflate or Deflate Ratings
Motivations for inflated ratings
Motivations for deflated Ratings
Maximize the merit raise/rewards
Encourage Employees
Avoid creating a written record
Avoid confrontation with employees
Promote undesired employees out of unit
Make the manager look good to his/her supervisor
Shock an employee
Teach a rebellious employee a lesson
Send a message to the employee that he/she should consider leaving
Build written record of employees poor performance
Preventing Conscious Distortion
Convince raters that they have more to gain by providing accurate ratings.
Increase accountability.
Have raters justify their ratings
Have raters justify their ratings face-to-face
Provide rater training
Rater Training programs
May cover the following topics:
Reasons for implementing the performance management system.
How to identify and rank job activities.
How to observe, record, and measure performance.
Information on the appraisal form and system mechanics.
How to minimize rating errors.
How to conduct an appraisal interview.
How to train, counsel, and coach.
Case Study 6-4
Provide a detailed discussion of the intentional and unintentional rating distortion factors that may come into play in this situation.
Evaluate the kinds of training programs that could minimize the factors you have described. What do you recommend and why?
Frame-of-Reference Training
Improves rater accuracy by familiarizing raters with the performance dimensions to be assessed.
Typically involves:
Discussion of the job description for the individual being rated.
Review of the definition for each dimension to be rated.
Discussion of examples of good, average, and poor performance.
Trainees rate fictitious employees.
Trainees informed of correct ratings for each dimension.
Article 1
Ratings of counterproductive performance: the effect of source and rater behavior.
M ...
Due Date Mar 28, 2015 235959 Max Points 80Please.docxshandicollingwood
Due Date:
Mar 28, 2015 23:59:59
Max Points:
80
Please read this assignment before you offer handshake
Details:
The three major human resources management responsibilities are: attracting a quality workforce, developing a quality workforce, and maintaining a quality workforce.
Research the RSPS scenario with which you are familiar to identify a need for change.
Based on the Rancho Solano case studied earlier in the course, you have been selected to make changes to the RSPS subsystems most in need of change, as well as make the necessary human resources management decisions to bring about that change. Write a 1,250-1,500 word paper in which you address the following questions:
1
What one major organizational subsystem needs to be changed in RSPS? Justify your choice.
2
How will that subsystem change affect two other subsystems within the organization and how will you realign the total system?
3
How could you ensure the proposed change will satisfy any three stakeholders of RSPS?
4
How should RSPS
attract
,
develop
, and
maintain
the workforce required to bring about your proposed change?
Choose at least one of the following in your discussion about attracting a quality workforce to support the change: human resource planning, recruitment, or selection.
Choose at least one of the following in your discussion about how to develop a quality workforce to support the change: employee orientation, training and development, or performance appraisal.
Choose at least one of the following in your discussion about how to maintain a quality workforce to support the change: career development, work-life balance, compensation and benefits, employee retention and turnover, or labor-management relations.
Integrate a faith/worldview-based** component in the paper and make a clear connection on how it informs your management practices. (** As individuals, we all have a worldview, and that influences our decisions, values, and perceptions. It also affects how we manage people [or think they should be managed.] This requirement relates to your worldview, not of RSPS).
Include at least four academic references for this assignment to support your position. One of them should relate to the company discussed in your paper.
Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
THIS IS THE RUBIC PLEASE FOLLOW
Human Resources and Change (Benchmark Assignment)
1
Unsatisfactory
0.00%
2
Less than Satisfactory
65.00%
3
Satisfactory
75.00%
4
Good
85.00%
5
Excellent
100.00%
70.0 %
Content
15.0 %
Determines One Major Organizational Subsystem Requiring Change
The evaluation does not include changes in one organizational subsystem.
The evaluation includes changes to one organizational subsystem, but .
3 pagesAfter reading the Cybersecurity Act of 2015, address .docxnovabroom
3 pages
After reading the
Cybersecurity Act of 2015
, address the private/public partnership with the DHS National Cybersecurity and Communications Integration Center (NCCIC), arguably the most important aspect of the act. The Cybersecurity Act of 2015 allows for private and public sharing of cybersecurity threat information.
What should the DHS NCCIC (public) share with private sector organizations? What type of threat information would enable private organizations to better secure their networks?
On the flip side, what should private organizations share with the NCCIC? As it is written, private organization sharing is completely voluntary. Should this be mandatory? If so, what are the implications to the customers' private data?
The government is not allowed to collect data on citizens. How should the act be updated to make it better and more value-added for the public-private partnership in regards to cybersecurity?
.
3 pages, 4 sourcesPaper detailsNeed a full retirement plan p.docxnovabroom
3 pages, 4 sources
Paper details
Need a full retirement plan proposal in excel with cited sources.
My career objective would be to start out of school as an associate accountant, then advance to a Director of Finance until I get promoted as CFO working in the healthcare industry in Las Vegas
.
More Related Content
Similar to 2BackgroundThe research focuses on investigating leaders fro.docx
Running head Organization behaviorOrganization behavior 2.docxtoltonkendal
Running head: Organization behavior
Organization behavior 2
Organization behavior
Name:
Institution:
Course:
Date:
Organizational behavior analyzes the environment in different perspectives in order to come up with policies which make the organization convenient in its business operations. The organization must analyze various factors which affect it in order to frame the different policies. This means finding out the challenges or problems which an individual face in an organization and also the problems that groups faces in the organization. In this context, organization behavior is simply the way which an organization uses to solve the problems in its environment (Kreitner 2012). This discussion will involve Apple Inc.
One of the challenges facing Apple Inc. is managing human resources. Human resources in Apple Inc. are an invaluable asset and are always associated with the organization. Apple had experienced problems in managing its human resources. Some of the issues it experienced include failing to retain employees’ talents, not observing diverse recruitment to its fullest, non-performance among employees and employees not getting their benefits appropriately (O'Grady 2015). This went hand in hand with violation of rules governing employees, code of conduct and features which keep the value of team and organization high. The individuals’ and organization’s wellbeing depend highly on each other. This means that what people do while in the organization should reflect what is in their mind. The organizational value highly depends on social responsibility which the organization is portraying. They should put up policies for protecting the organizational environment. The issue has affected the behavior of Apple and the human resource management sorted them out (O'Grady 2015).
Managing human resources and employees ethics is a very important issue and a backbone of any organization. If managed well, the organization is likely to succeed easily. If not managed well, the issues will spoil the organization’s reputation completely and the organization may not undergo dissolution (Kreitner 2012).
References
Kreitner, Angelo Kinicki & Robert. 2012. Organization behavior. New York: Wiley.
O'Grady, Jason D. 2015. Apple Inc. Westport, Conn: Greenwood Press.
DataIDSalaryCompaMidpoint AgePerformance RatingServiceGenderRaiseDegreeGender1GrStudents: Copy the Student Data file data values into this sheet to assist in doing your weekly assignments.The ongoing question that the weekly assignments will focus on is: Are males and females paid the same for equal work (under the Equal Pay Act)? Note: to simplfy the analysis, we will assume that jobs within each grade comprise equal work.The column labels in the table mean:ID – Employee sample number Salary – Salary in thousands Age – Age in yearsPerformance Rating - Appraisal rating (employee evaluation score)Service – Years of service (rounded)Gender – 0 = male, 1 = female Midpoi ...
2 PagesPost your evaluation of leadership style assessments, skendahudson
2 Pages
Post
your evaluation of leadership style assessments, such as the one you just completed, and the leadership style approach. Explain whether you think such assessments and a leadership style approach are useful for providing insight into leadership behavior for global change agents. Explain the potential impact of the use of such assessments for both individual employees and organizations. Also, explain the potential impact of the style approach to leadership for individual change agents and organizations.
*Be sure to support your work with
a minimum of two
specific citations from this week’s Learning Resources and one or more additional scholarly sources.
Scoring
The Leadership Behavior Questionnaire is designed to measure two major types of leadership behaviors: task and relationship. Score the questionnaire by doing the following: First, sum the responses on the odd-numbered items. This is your task score. Second, sum the responses on the even-numbered items. This is your relationship score.
Total scores: Task ______34________ Relationship ___38_________
Scoring Interpretation
45–50 Very high range
40–44 High range
35–39 Moderately high range
30–34 Moderately low range
25–29 Low range
10–24 Very low range
The behavioral approach has several strengths and weaknesses. On the positive side, it has broadened the scope of leadership research to include the study of the behaviors of leaders rather than only their personal traits or characteristics. Second, it is a reliable approach because it is supported by a wide range of studies. Third, the behavioral approach is valuable because it underscores the importance of the two core dimensions of leadership behavior: task and relationship. Fourth, it has heuristic value in that it provides us with a broad conceptual map that is useful in gaining an understanding of our own leadership behaviors. On the negative side, researchers have not been able to associate the behaviors of leaders (task and relationship) with outcomes such as morale, job satisfaction, and productivity. In addition, researchers from the behavioral approach have not been able to identify a universal set of leadership behaviors that would consistently result in effective leadership. Last, the behavioral approach implies but fails to support fully the idea that the most effective leadership style is a high–high style (i.e., high task and high relationship).
Overall, the behavioral approach is not a refined theory that provides a neatly organized set of prescriptions for effective leadership behavior. Rather, the behavioral approach provides a valuable framework for assessing leadership in a broad way as assessing behavior with task and
...
DataIDSalaryCompaMidpoint AgePerformance RatingServiceGenderRaiseDegreeGender1GrStudents: Copy the Student Data file data values into this sheet to assist in doing your weekly assignments.The ongoing question that the weekly assignments will focus on is: Are males and females paid the same for equal work (under the Equal Pay Act)? Note: to simplfy the analysis, we will assume that jobs within each grade comprise equal work.The column labels in the table mean:ID – Employee sample number Salary – Salary in thousands Age – Age in yearsPerformance Rating - Appraisal rating (employee evaluation score)Service – Years of service (rounded)Gender – 0 = male, 1 = female Midpoint – salary grade midpoint Raise – percent of last raiseGrade – job/pay gradeDegree (0= BS\BA 1 = MS)Gender1 (Male or Female)Compa - salary divided by midpoint
Week 1Week 1.Measurement and Description - chapters 1 and 2The goal this week is to gain an understanding of our data set - what kind of data we are looking at, some descriptive measurse, and a look at how the data is distributed (shape).1Measurement issues. Data, even numerically coded variables, can be one of 4 levels - nominal, ordinal, interval, or ratio. It is important to identify which level a variable is, asthis impact the kind of analysis we can do with the data. For example, descriptive statistics such as means can only be done on interval or ratio level data.Please list under each label, the variables in our data set that belong in each group.NominalOrdinalIntervalRatiob.For each variable that you did not call ratio, why did you make that decision?2The first step in analyzing data sets is to find some summary descriptive statistics for key variables.For salary, compa, age, performance rating, and service; find the mean, standard deviation, and range for 3 groups: overall sample, Females, and Males.You can use either the Data Analysis Descriptive Statistics tool or the Fx =average and =stdev functions. (the range must be found using the difference between the =max and =min functions with Fx) functions.Note: Place data to the right, if you use Descriptive statistics, place that to the right as well.Some of the values are completed for you - please finish the table.SalaryCompaAgePerf. Rat.ServiceOverallMean35.785.99.0Standard Deviation8.251311.41475.7177Note - data is a sample from the larger company populationRange304521FemaleMean32.584.27.9Standard Deviation6.913.64.9Range26.045.018.0MaleMean38.987.610.0Standard Deviation8.48.76.4Range28.030.021.03What is the probability for a:Probabilitya. Randomly selected person being a male in grade E?b. Randomly selected male being in grade E? Note part b is the same as given a male, what is probabilty of being in grade E?c. Why are the results different?4A key issue in comparing data sets is to see if they are distributed/shaped the same. We can do this by looking at some measures of wheresome selected values are within each data set - that .
Soon-to-beDr. Sharon ReedResults ppt Slides for your Conside.docxwhitneyleman54422
Soon-to-be
Dr. Sharon Reed
Results ppt Slides for your Consideration
Research Questions
Research Question 1 (RQ1)
Is there a difference in aims or goals emphasis, as a leadership behavior, between non-profit human services managers with and without human services degrees?
Research Question 2 (RQ2)
Is there a difference in personal backing, as a leadership behavior, between non-profit human services managers with and without human services degrees?
Research Question 3 (RQ3)
Is there a difference in work easing or facilitation, as a leadership behavior, between non-profit human services managers with and without human services degrees?
This study was guided by three research questions. They correspond to the three leadership behaviors of interest (aims or goals emphasis; personal backing; and work easing or facilitation). Associated hypotheses are listed in sections that present the results for the research questions.
2
Data Handling
Percentages rounded to whole numbers
Data were analyzed with SPSS v 25
Statistical significance alpha = .050
Reliability statistics w Cronbach’s alpha
Aims emphasis SS
Personal Backing SS
Work Easing SS
Percentages were rounded off to whole numbers and may not add up to precisely 100%. Data were analyzed with SPSS v 25, which is dedicated statistical software. Statistical significance was set at alpha = .050.
Reliability
Reliability statistics (i.e., internal consistency) were run on conceptually-similar survey items with Cronbach’s alpha for the three leadership behaviors of interest (aims or goals emphasis; personal backing; and work easing or facilitation). Cronbach’s alpha statistics range in value from 0 to 1. The closer Cronbach’s alpha is to 1, the greater the reliability of the database. Indices of .70 or higher reflect an adequately reliable database (Gliner & Morgan, 2000).
Summated Scale Scores
A summated scale was generated for each of the three leadership behaviors of interest (aims or goals emphasis; personal backing; and work easing or facilitation). A summated scale is a single empirical measure that represents multiple aspects of a construct in one variable (Hair et al., 2010). Deriving a single measure from several related aspects decreases the measurement error in the original data points, which increases data reliability and validity as well as parsimony in the overall number of variables (Hair et al., 2010). Because each summated score was a mean, its possible values ranged 1 – 7 (1 = strongly disagree, 7 = strongly agree) like the Likert scale used to measure responses to survey items.
Aims emphasis. Two survey items measured the leadership dimension of “aims emphasis.” An example of a survey item that measured aims emphasis is: “My manager makes sure subordinates have clear goals to achieve.” Internal consistency was high, Cronbach’s alpha = .74. Because of high internal consistency, a summated scale (SS) was generated, using the mean response of the related items. It is herea.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
1Running Head NURSING PROFESSIONALISM2NURSING PROFESSIONALI.docxfelicidaddinwoodie
1
Running Head: NURSING PROFESSIONALISM
2
NURSING PROFESSIONALISM
Nursing Professionalism
Name
Institution
Introduction
Generally, professionalism can be defined as the standard of behavior members of a certain profession are expected to display and this conduct is driven by the profession’s goals and qualities. Nurses and other health care providers portray professionalism by making sure they adhere to the set regulations, principles and standards of clinical practices in their attitudes, knowledge and behavior (Michiko et al., 2014, 579). Studies involving professionalism in the field of nursing have revealed that patients under the care of a nurse displaying professionalism have a higher chance of surviving than those under the care of a less professional nurse which serves as evidence for the importance of professionalism in nursing.
Professionalism and Education
Various surveys regarding nursing professionalism have been done and in a recent one, nurses in Japan scored a mean of 6.74 while those in Turkey had a much higher score of 16.7. The main variable in the set of nurses involved in the study was that only 43.5% of the Japanese nurses had a baccalaureate or a higher degree education level as compared to Turkey’s 79.5%. This validates previous findings that have concluded that professionalism in nursing or any other discipline increases with the level of education of the practitioner of the specific profession.
As mentioned above, professionalism is positively correlated with education level but the importance of this has been quantified by studies. It has been shown that increasing by 10% the number of nurses holding a bachelors degree or higher in a hospital causes a 5% decrease in the chance that an admitted patient will die within one month of admission (Michiko et al., 2014, 584). It also significantly decreases the likelihood of a patient dying due to sudden life threatening complications. High education levels combined with nursing experience are therefore vital in increasing professionalism.
Improving Professionalism
One of the ways to improve professionalism in the nursing practice is by improving working conditions. With Japan as an example, nurses work for long hours and have mandatory night shifts without receiving adequate compensation which has led to a high turnover rate. The low retention rate implies that nurses do not gain professionalism resulting from experience. Hence, it is imperative that health care institutions provide nurses with a work environment that is conducive for professional growth.
The importance of education for professionalism has been clearly es ...
Rater Issues in Performance ManagementMichael RosePsychology.docxmakdul
Rater Issues in Performance Management
Michael Rose
Psychology 601
Overview
Possible sources of performance information
Rater Motivation
Rater Training Programs
Case Study 6-4
Frame-of-Reference training
Article 1
Article 2
Article 3
Summary
Possible Sources of Performance Information (Raters)
Possible Sources
Supervisors
Peers
Subordinates
Self
Customers
Disagreements among raters
Not necessarily a problem
Behavioral indicators may vary across sources.
Important to define the target behavior clearly for all raters.
If disagreements are found, the importance of each source must be determined.
Rater Error Motivation
Raters may intentionally or unintentionally distort ratings.
Raters may be motivated to inflate or deflate ratings.
Motivation to provide accurate ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they provide accurate ratings.
Motivation to distort ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they distort ratings.
Motivations to Inflate or Deflate Ratings
Motivations for inflated ratings
Motivations for deflated Ratings
Maximize the merit raise/rewards
Encourage Employees
Avoid creating a written record
Avoid confrontation with employees
Promote undesired employees out of unit
Make the manager look good to his/her supervisor
Shock an employee
Teach a rebellious employee a lesson
Send a message to the employee that he/she should consider leaving
Build written record of employees poor performance
Preventing Conscious Distortion
Convince raters that they have more to gain by providing accurate ratings.
Increase accountability.
Have raters justify their ratings
Have raters justify their ratings face-to-face
Provide rater training
Rater Training programs
May cover the following topics:
Reasons for implementing the performance management system.
How to identify and rank job activities.
How to observe, record, and measure performance.
Information on the appraisal form and system mechanics.
How to minimize rating errors.
How to conduct an appraisal interview.
How to train, counsel, and coach.
Case Study 6-4
Provide a detailed discussion of the intentional and unintentional rating distortion factors that may come into play in this situation.
Evaluate the kinds of training programs that could minimize the factors you have described. What do you recommend and why?
Frame-of-Reference Training
Improves rater accuracy by familiarizing raters with the performance dimensions to be assessed.
Typically involves:
Discussion of the job description for the individual being rated.
Review of the definition for each dimension to be rated.
Discussion of examples of good, average, and poor performance.
Trainees rate fictitious employees.
Trainees informed of correct ratings for each dimension.
Article 1
Ratings of counterproductive performance: the effect of source and rater behavior.
M ...
Due Date Mar 28, 2015 235959 Max Points 80Please.docxshandicollingwood
Due Date:
Mar 28, 2015 23:59:59
Max Points:
80
Please read this assignment before you offer handshake
Details:
The three major human resources management responsibilities are: attracting a quality workforce, developing a quality workforce, and maintaining a quality workforce.
Research the RSPS scenario with which you are familiar to identify a need for change.
Based on the Rancho Solano case studied earlier in the course, you have been selected to make changes to the RSPS subsystems most in need of change, as well as make the necessary human resources management decisions to bring about that change. Write a 1,250-1,500 word paper in which you address the following questions:
1
What one major organizational subsystem needs to be changed in RSPS? Justify your choice.
2
How will that subsystem change affect two other subsystems within the organization and how will you realign the total system?
3
How could you ensure the proposed change will satisfy any three stakeholders of RSPS?
4
How should RSPS
attract
,
develop
, and
maintain
the workforce required to bring about your proposed change?
Choose at least one of the following in your discussion about attracting a quality workforce to support the change: human resource planning, recruitment, or selection.
Choose at least one of the following in your discussion about how to develop a quality workforce to support the change: employee orientation, training and development, or performance appraisal.
Choose at least one of the following in your discussion about how to maintain a quality workforce to support the change: career development, work-life balance, compensation and benefits, employee retention and turnover, or labor-management relations.
Integrate a faith/worldview-based** component in the paper and make a clear connection on how it informs your management practices. (** As individuals, we all have a worldview, and that influences our decisions, values, and perceptions. It also affects how we manage people [or think they should be managed.] This requirement relates to your worldview, not of RSPS).
Include at least four academic references for this assignment to support your position. One of them should relate to the company discussed in your paper.
Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
THIS IS THE RUBIC PLEASE FOLLOW
Human Resources and Change (Benchmark Assignment)
1
Unsatisfactory
0.00%
2
Less than Satisfactory
65.00%
3
Satisfactory
75.00%
4
Good
85.00%
5
Excellent
100.00%
70.0 %
Content
15.0 %
Determines One Major Organizational Subsystem Requiring Change
The evaluation does not include changes in one organizational subsystem.
The evaluation includes changes to one organizational subsystem, but .
3 pagesAfter reading the Cybersecurity Act of 2015, address .docxnovabroom
3 pages
After reading the
Cybersecurity Act of 2015
, address the private/public partnership with the DHS National Cybersecurity and Communications Integration Center (NCCIC), arguably the most important aspect of the act. The Cybersecurity Act of 2015 allows for private and public sharing of cybersecurity threat information.
What should the DHS NCCIC (public) share with private sector organizations? What type of threat information would enable private organizations to better secure their networks?
On the flip side, what should private organizations share with the NCCIC? As it is written, private organization sharing is completely voluntary. Should this be mandatory? If so, what are the implications to the customers' private data?
The government is not allowed to collect data on citizens. How should the act be updated to make it better and more value-added for the public-private partnership in regards to cybersecurity?
.
3 pages, 4 sourcesPaper detailsNeed a full retirement plan p.docxnovabroom
3 pages, 4 sources
Paper details
Need a full retirement plan proposal in excel with cited sources.
My career objective would be to start out of school as an associate accountant, then advance to a Director of Finance until I get promoted as CFO working in the healthcare industry in Las Vegas
.
3 pagesThis paper should describe, as well as compare and contra.docxnovabroom
3 pages
This paper should describe, as well as compare and contrast, Diffie Hellman and Kerberos. You should include data flow diagrams that outline the transaction of both kerberos and Diffie Hellman - one diagram each please using Microsoft Visio or Dia (free open source tool). These diagrams are NOT part of the page total required for this assignment.
single spacing
, normal margins, use 12 pt font - reference what isn't yours please
.
3 assignments listed below1. In a 350 word essay, compare a.docxnovabroom
3 assignments listed below
1.
In a 350 word essay, compare and contrast the healthcare system of the United States with the WHO’s Millennium Development Goals. Be sure that you are providing the significant components of the US system as well as the WHO'S Millennium Development Goals.
The essay must be submitted using 12 point times new roman font double spaced in APA format. You must have at least one reference on a separate reference page. The assignment must be submitted in APA format; you do not need an abstract.
2.
Children have always contributed to the total number of migrants crossing the southern border of the United States illegally, but in 2014, a steady overall increase in unaccompanied minors from Central America reached crisis proportions when tens of thousands of children from El Salvador, Guatemala, and Honduras crossed the Rio Grande and overwhelmed border patrols and local infrastructure (Dart 2014).
Since legislators passed the William Wilberforce Trafficking Victims Protection Reauthorization Act of 2008 in the last days of the Bush administration, unaccompanied minors from countries that do not share a border with the United States are guaranteed a hearing with an immigration judge where they may request asylum based on a “credible” fear of persecution or torture (U.S. Congress 2008). In some cases, these children are looking for relatives and can be placed with family while awaiting a hearing on their immigration status; in other cases, they are held in processing centers until the Department of Health and Human Services makes other arrangements (Popescu 2014).
The 2014 surge placed such a strain on state resources that Texas began transferring the children to Immigration and Naturalization facilities in California and elsewhere, without incident for the most part. On July 1, 2014, however, buses carrying the migrant children were blocked by protesters in Murrietta, California, who chanted, "Go home" and "We don’t want you.” (Fox News and Associated Press 2014; Reyes 2014).
A functional perspective theorist might focus on the dysfunctions caused by the sudden influx of underage asylum seekers, while a conflict perspective theorist might look at the way social stratification influences how the members of a developed country are treating the lower-status migrants from less-developed countries in Latin America. An interactionist theorist might see the significance in the attitude of the Murrietta protesters toward the migrant children.
Respond to the following questions in a 350-word essay using 12 point times new roman font double spaced: Given the fact that these children are fleeing various kinds of violence and extreme poverty, how should the U.S. government respond? Should the government pass laws granting a general amnesty? Or should it follow a zero-tolerance policy, automatically returning any and all unaccompanied minor migrants to their countries of origin so as to discourage additional immigration tha.
/
3 Communication Challenges in a Diverse, Global Marketplace
LEARNING OBJECTIVES
After studying this chapter, you will be able to
1 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001b6f#P7001012451000000000000000001B75)
Discuss the opportunities and challenges of intercultural communication.
2 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001bb4#P7001012451000000000000000001BBA)
De�ine culture, explain how culture is learned, and de�ine ethnocentrism and stereotyping.
3 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001b�b#P7001012451000000000000000001BFF)
Explain the importance of recognizing cultural variations, and list eight categories of cultural differences.
4 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001c9b#P7001012451000000000000000001CA0) List
four general guidelines for adapting to any business culture.
5 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001cc6#P7001012451000000000000000001CCA)
Identify seven steps you can take to improve your intercultural communication skills.
MyBCommLab®
Improve Your Grade!
More than 10 million students improved their results using Pearson MyLabs. Visit mybcommlab.com (http://mybcommlab.com) for simulations, tutorials, and
end-ofchapter problems.
COMMUNICATION CLOSE-UP AT
Kaiser Permanente
kp.org (http://kp.org)
Delivering quality health care is dif�icult enough, given the complexities of technology, government regulations, evolving scienti�ic and medical understanding, and
the variability of human performance. It gets even more daunting when you add the challenges of communication among medical staff and between patients and
their caregivers, which often takes place under stressful circumstances. Those communication efforts are challenging enough in an environment where everyone
speaks the same language and feels at home in a single cultural context—but they’re in�initely more complex in the United States, whose residents identify with
dozens of different cultures and speak several hundred languages.
The Oakland-based health-care system Kaiser Permanente has been embracing the challenges and opportunities of diversity since its founding in 1945. It made a
strong statement with its very �irst hospital when it refused to follow the then-common practice of segregating patients by race. Now, as the largest not-for-pro�it
health system in the United States, Kaiser’s client base includes more than 10 million members from over 100 distinct cultures.
At the core of Kaiser’s approach is culturally competent care, which it de�ines as “health care that acknowledges cultural diversity in the clinical setting, respects
members’ beliefs and practices, and ensures that cultural needs are considered and respected at every point of contact.” These priorities.
2Women with a Parasol-Madame Monet and Her SonClau.docxnovabroom
2
Women with a Parasol-Madame Monet and Her Son
Claud Monet (1840-1926)
1875
Oil on Canvas
100 x 81 cm
119.4 x 99.7 cm
Image from National Gallery of Art.
Working thesis statement
- “Woman with a Parasol” is also called “The Stroll”. Painted 1875 (art, n.d.) in France Argenteuil; The character in the paint are Monet’s wife Camille Monet and his 7-year-old son.
- This paint was finished within a day; he was using the fast-visible brushstrokes to create this work. This work witnessed that Monet got away from the Academy style. (Gallery, n.d.) The theme of the paint is one of kind. (Proving the impressionism)
- “Woman with a Parasol” was exhibited in second impressionist exhibition, 1876. (Art)
- The theme and environment in the paint earned many claps and praises. The whole image provides people with a feeling of freedom and kind. (Art, nga.gov, n.d.)
The controversy parts.
· How much contribution that this paint did to the modern art world.
· The affections about the theme in this paint.
· The viewer nowadays is judging the art value of this paint.
Those controversy parts about the paint were making a progress in modern art and improve the development of art.
Bibliography:
1. “Woman with a Parasol - Madame Monet and Her Son.” Modern Painters 29, no. 1 (March 2017): 45. https://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=121204182&site=eds-live.
2. Goldwater, Robert. "The Glory that was France." Art News 65 (March 1966):42, repro. cover. 1966
3. Hand, John Oliver. National Gallery of Art: Master Paintings from the Collection. Washington and New York, 2004: 382-383, no. 317, color repro. 2004
4. C. Monet Gallery “Woman with a Parasol”. https://www.cmonetgallery.com/woman-with-a-parasol.aspx
5. Woman with a Parasol, 1875 by Claude Monet, Claude Monet Paintings, biography, and Quotes. https://www.claude-monet.com/woman-with-a-parasol.jsp#prettyPhoto
6. Eelco Kappe. “Woman with a Parasol - Madame Monet and Her Son by Claude onet.” TripImprover, (2019/10/16) https://www.tripimprover.com/blog/woman-with-a-parasol-madame-monet-and-her-son-by-claude-monet#comments
7. Google Art and Culture, National Gallery of Art, Washington DC. https://artsandculture.google.com/asset/woman-with-a-parasol-madame-monet-and-her-son/EwHxeymQQnprMg
8. Charles Saatchi. “Charles Saatchi's Great Masterpieces: when a family scene was an act of rebellion.”19 March 2018. 7:00AMhttps://www.telegraph.co.uk/art/artists/charles-saatchis-great-masterpieces-family-scene-act-rebellion/
9. TotallyHistory. “Woman with a Parasol”. http://totallyhistory.com/woman-with-a-parasol/
10.Peter C. Baker. “THE REAl WORLD OF MONET”, The New York. January 10,2013. https://www.newyorker.com/books/page-turner/the-real-world-of-monet
Improving financial literacy in
college of business students:
modernizing delivery tools
Ronald Kuntze
College of Business, University of New Haven, West Haven, Connecticut, USA
Chen (Ken) Wu and Barbara Ross Wooldridge
Soules Colleg.
2The following is a list of some of the resources availabl.docxnovabroom
2
The following is a list of some of the resources available in the Trident Online Library related to the HR field.
Academic Research
Journal of Applied Psychology
This journal focuses on the applications of psychology research. This research journal is a good source for learning about the latest developments in cognitive, motivational and behavioral psychology and implications for the workplace. It is available through Business Source Complete in the Trident Online Library.
Personnel Psychology: A Journal of Applied Research
This scholarly journal has practical utility in that it centers on personnel psychology. The articles focus on the latest research on selection and recruitment, training, leadership, rewards, and diversity. It is available through Business Source Complete in the Trident Online Library.
Academy of Management Journal
This journal focuses on the management side of psychology. The articles are mainly theoretical. This journal would be a good resource for those researchers looking for new managerial theories and methods. It is available through Business Source Complete in the Trident Online Library.
The Academy of Management Review
This journal also focuses on management psychology. It is regarded as a top journal in its field and publishes theoretical and conceptual articles on management and organization theory. It is available through Business Source Complete in the Trident Online Library.
Professional Journals
Harvard Business Review
Harvard Business Review is a cornerstone business journal that has practical applications for HR professionals. This is a great resource to find case studies and expert insights on business practices. It is available through Business Source Complete in the Trident Online Library.
Human Resource Management Journal
This journal has best practices articles for HR professionals in the workplace. It is available (up to 1 year ago) through Business Source Complete in the Trident Online Library.
HRMagazine
This magazine is published by the Society for Human Resource Management. The articles are a great resource for HR professionals dealing with the most recent issues in the workplace. It is available through Business Source Complete in the Trident Online Library.
TD: Talent Development
The Association for Talent Development publishes this magazine. It is targeted to professionals in the human resource development field. It is available through Business Source Complete in the Trident Online Library.
Workforce
Solution
s Review
This magazine that focuses on many topics within human resource management. The articles included are written by industry experts and academics. They are targeted to HR professionals in the workplace. It is available through Business Source Complete in the Trident Online Library.
Adapted from: PennState University Libraries (2017). Retrieved from http://guides.libraries.psu.edu/human-resources/journals.
Assignment
Select three articles (published within the past five years),.
3 If you like to develop a computer-based DAQ measurement syst.docxnovabroom
3:
If you like to develop a computer-based DAQ measurement system or that can provide several functions in a Smart Home System, such as climate control or gas leakage detection functions, answer the following for the climate control systemfunction:
3.1 Draw the hardware connections of the system focusing on the pin connections of the system components, so that the system can provide the 'Climate Control'
function. The available devices are: (5 marks)
Microprocessor-based system (Laptop/PC).
Interface board: NI USB DAQ.
LM35 Temperature sensor Humidity sensor
Micro-switches Variable resistor LEDs Relays
Multi-output power supply
Include any required passive electronic components
3.2 Draw a flowchart for a program that can achieve both the climate control and gas leakage detection functions. (4 marks)
3.3 What are the factors that should be considered when selecting a DAQ card?
(4 marks)
3.4 Discuss the signal aliasing problem and how you can overcome this effect; supportyour answer with figures and drawings(2 marks)
3.5 What are the steps of conversion of continuous signals to digital values (ADC)?
(2 marks)
3.6 Name four types of ADC’s and choose any two to compare between them; what is the ADC type that is used in NI DAQ’s? support your answer with figures anddrawings(7 marks)
3.7 Compare between RTD (Resistance Type Device) and Thermocouples temperature sensors; support your answer with examples and drawings. The LM35 sensor can be classified as which type of temperature sensors? (5 marks)
3.8 Give examples of DAQ cards that can be used to measure the following properties and discuss the reasons for your selection.?
1- Displacement
2- Vibration
3- Strain (6 marks)
Total 35 marks4:
You are to develop a home security system that can be used to monitor a house of two doors and four windows. The output of the system should present the status of each location independently and should provide an audible warning in case of any problem - including the detection of smoke. The available devices are:
− PIC16F877 Microcontroller (given in Figure 4.1)
− two door push button switches
− four window push button switches
− one Motion Detector
− one smoke detector sensor
− eight LEDs
− one buzzer
− Include any passive electronic components required.
According to your study answer the following questions:
4.1 Draw a block diagram for the complete system. (4 marks)
4.2 Using the PIC16F877A microcontroller shown in Figure 4.1, draw the wiring diagram of the proposed system. Include any necessary electronic components required for the microcontroller to function correctly; state the function of each
element. (8 marks)
4.3 Draw a flowchart for a program that can achieve the above function. (4 marks)
4.4 Given the pin confi.
2TITLE OF PAPERDavid B. JonesColumbia Southe.docxnovabroom
2
TITLE OF PAPER
David B. Jones
Columbia Southern University
BBA: 3201 Principles of Marketing
Nancy Ely Mount
Month/Date/ 2020
Marketing is
Four Elements of Marketing:
Creating
Communicating
Delivering
Exchanging
Holistic Marketing Concept is a people oriented approach utilizing the four principles of :
Relationship
Integrated
Internal
Performance marketing
.
2To ADD names From ADD name Date ADD date Subject ADD ti.docxnovabroom
2
To: ADD names From: ADD name Date: ADD date Subject: ADD title
Introduction
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum et nisl ante. Etiam pulvinar fringilla ipsum facilisis efficitur. Maecenas volutpat risus dignissim dui euismod auctor. Nulla facilisi. Mauris euismod tellus malesuada dolor egestas, ac vulputate odio suscipit.
Sed pellentesque sagittis diam, sit amet faucibus diam lobortis quis. Sed mattis turpis ligula, in accumsan ante pellentesque eu. Quisque ut nisl leo. Nullam ipsum odio, eleifend non orcinon, volutpat sollicitudin lacus (Cuddy, 2002). Identify Changes
Donec tincidunt ligula eget sollicitudin vehicula. Proin pharetra tellus id lectus mollis sollicitudin. Etiam auctor ligula a nulla posuere, consequat feugiat ex lobortis. Duis eu cursus arcu, congue luctus turpis. Sed dapibus turpis ac diam viverra consectetur. Aliquam placerat molestie eros vel posuere.
This Photo by Unknown Author is licensed under CC BY-SA
Figure 1. Title (Source: www.source-of-graphic.edu )Product Offerings
Sed facilisis, lacus vel accumsan convallis, massa est ullamcorper mauris, quis feugiat eros ligula eget est. Vivamus nunc turpis, lobortis et magna a, convallis aliquam diam. Lorem ipsum dolor sit amet, consectetur adipiscing elit.
Figure 2. Title (Source of data citation)
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum et nisl ante. Etiam pulvinar fringilla ipsum facilisis efficitur. Maecenas volutpat risus dignissim dui euismod auctor. Nulla facilisi. Mauris euismod tellus malesuada dolor egestas, ac vulputate odio suscipit. Capabilities
Donec tincidunt ligula eget sollicitudin vehicula. Proin pharetra tellus id lectus mollis sollicitudin. Etiam auctor ligula a nulla posuere, consequat feugiat ex lobortis. Duis eu cursus arcu, congue luctus turpis. Sed dapibus turpis ac diam viverra consectetur.
References
Basu, K. K. (2015). The Leader's Role in Managing Change: Five Cases of Technology-Enabled Business Transformation. Global Business & Organizational Excellence, 34(3), 28-42. doi:10.1002/joe.21602.
Connelly, B., Dalton, T., Murphy, D., Rosales, D., Sudlow, D., & Havelka, D. (2016). Too Much of a Good Thing: User Leadership at TPAC. Information Systems Education Journal, 14(2), 34-42.
Rouse, M. (2018). Changed Block Tracking. Retrieved from Techtarget Network: https://searchvmware.techtarget.com/definition/Changed-Block-Tracking-CBT
Change the Chart Title to Fit Your Needs
Series 1 Category 1 Category 2 Category 3 Category 4 4.3 2.5 3.5 4.5 Series 2 Category 1 Category 2 Category 3 Category 4 2.4 4.4000000000000004 1.8 2.8 Series 3 Category 1 Category 2 Category 3 Category 4 2 2 3 5
Assessing Similarities and Differences in Self-Control
between Police Officers and Offenders
Ryan C. Meldrum1 & Christopher M. Donner2 & Shawna Cleary3 &
Andy Hochstetler4 & Matt DeLisi4
Received: 2 August 2019 /Accepted: 21 October 2019 /
Published online: 2 December 2019
# Southern Criminal.
2Megan Bowen02042020 Professor Cozen Comm 146Int.docxnovabroom
2
Megan Bowen
02/04/2020
Professor Cozen
Comm 146
Interest Paper- Mental Health in Student Athletes
I am a communication major so must take this class to fulfill my requirements for the course, however, this class will set me up to understand the in-depth reasoning behind communication. The only rhetoric class I have taken in the past is rhetoric in English, not communication; I learnt about Plato, Socrates and all the pervious rhetors that formed the basis on how we communicate today. You could argue that learning it in English and now in communication it could be very similar or the same, but we aren’t focusing on what they wrote or spoke of but why and how. In this paper I chose to analyze a TedX talk from a student athlete Victoria Garrick called ‘Athletes and mental Health: The hidden opponent’, it discusses the challenges that she faced with mental health, and the struggles maintaining a top sport on a colligate team. The reasons behind this are based on the broad ideas and opinions people have on student athletes and mental health separately and together.
College athletics is a huge industry, an incredible achievement to get into a division 1 college on an athletic scholarship, but behind all this there are some dark truths. The TedX talk from Victoria Garrick explains these truths from an athlete’s perspective, this is conflicting to the ideas that an average student or outsider has, it explains what is happening behind closed doors. This artifact was gripping to me, it is something that I completely relate too; the artifact itself is a more personal approach to understand what is happening in regard to mental health in student athletes than just reading an article online. To me personally it is easier to find an artifact that I can easily relate too, something that is grossly underappreciated and classed as embarrassing, such a topic as mental health. There were no obstacles in retrieving artifacts for this interest, it is such a broad area that I am interested in finding more information about. There are artifacts everywhere about topics such as this, articles, speeches, documentaries, all gripping a relatable.
In this class I am aware that I have much to learn, understand the way in which we communicate and why, the best ways to communicate, and the best evidence and artifacts to find for a specific topic. Finding an artifact for a topic that you are deeply invested in is different than having to find one that your heart isn’t in. With regards to this paper I am already thinking about ideas of where I can focus my information on next, where can I understand different political views behind this topic? What are the families of these student athletes going through? Mental health and student athletes separately. With regards to this class I would like to be able to find these sources and write about them in a way that grips a reader and helps me understand the reasoning behind such communication methods.
1
2
Megan Bowen
P.
2From On the Advantage and Disadvantage of History for L.docxnovabroom
2
From On the Advantage and Disadvantage of History for Life, by Friedrich Nietzsche (1874)
Section 1:
CONSIDER the herds that are feeding yonder: they know not the meaning of yesterday or to-day; they graze and ruminate, move or rest, from morning to night, from day to day, taken up with their little loves and hates, at the mercy of the moment, feeling neither melancholy nor satiety. Man cannot see them without regret, for even in the pride of his humanity he looks enviously on the beast's happiness. He wishes simply to live without satiety or pain, like the beast; yet it is all in vain, for he will not change places with it. He may ask the beast—"Why do you look at me and not speak to me of your happiness?" The beast wants to answer—"Because I always forget what I wished to say": but he forgets this answer too, and is silent; and the man is left to wonder.
He wonders also about himself, that he cannot learn to forget, but hangs on the past: however far or fast he run, that chain runs with him. It is matter for wonder: the moment, that is here and gone, that was nothing before and nothing after, returns like a spectre to trouble the quiet of a later moment. A leaf is continually dropping out of the volume of time and fluttering away and suddenly it flutters back into the man's lap. Then he says, "I remember . . . ," and envies the beast, that forgets at once, and sees every moment really die, sink into night and mist, extinguished for ever. The beast lives unhistorically; for it "goes into" the present, like a number, without leaving any curious remainder. It cannot dissimulate, it conceals nothing; at every moment it seems what it actually is, and thus can be nothing that is not honest. But man is always resisting the great and continually increasing weight of the past; it presses him down, and bows his shoulders; he travels with a dark invisible burden that he can plausibly disown, and is only too glad to disown in converse with his fellows—in order to excite their envy. And so it hurts him, like the thought of a lost Paradise, to see a herd grazing, or, nearer still, a child, that has nothing yet of the past to disown, and plays in a happy blindness between the walls of the past and the future. And yet its play must be disturbed, and only too soon will it be summoned from its little kingdom of oblivion. Then it learns to understand the words "once upon a time," the "open sesame" that lets in battle, suffering and weariness on mankind, and reminds them what their existence really is, an imperfect tense that never becomes a present. And when death brings at last the desired forgetfulness, it abolishes life and being together, and sets the seal on the knowledge that "being" is merely a continual "has been," a thing that lives by denying and destroying and contradicting itself.
If happiness and the chase for new happiness keep alive in any sense the will to live, no philosophy has perhaps more truth than the cynic's: for the beast's happine.
257Speaking of researchGuidelines for evaluating resea.docxnovabroom
257
Speaking of research
Guidelines for evaluating research articles
Phillip Rumrill∗, Shawn Fitzgerald and
Megen Ware
Kent State University, Department of Educational
Foundations and Special Services Center for
Disability Studies, 405 White Hall, P.O. Box 5190,
Kent, OH 44242-0001, USA
The article describes the components and composition of
journal articles that report empirical research findings in the
field of rehabilitation. The authors delineate technical writing
strategies and discuss the contents of research manuscripts,
including the Title, Abstract, Introduction, Method, Results,
Discussion, and References. The article concludes with a
scale that practitioners, manuscript reviewers, educators, and
students can use in critically analyzing the content and scien-
tific merits of published rehabilitation research.
Keywords: Evaluation, research articles, guidelines for cri-
tique
1. Introduction
The purpose of this article is to examine the com-
ponents of a research article and provide guidelines
for conducting critical analyses of published works.
Distilled from the American Psychological Associa-
tion’s [1] Publication Manual and related descriptions
in several research design texts [4,8,9,12,15], descrip-
tions of how authors in rehabilitation and disability
studies address each section of a research article are
featured. The article concludes with a framework that
rehabilitation educators, graduate students, practition-
ers, and other Work readers can use in critiquing re-
search articles on the basis of their scientific merits and
practical utility.
∗Corresponding author: Tel.: +1 330 672 2294; Fax: +1 330 672
2512; E-mail: [email protected]
2. Anatomy of a research article
For nearly 50 years, the American Psychological As-
sociation has presented guidelines for authors to follow
in composing manuscripts for publication in profes-
sional journals [1]. Most journals in disability studies
and rehabilitation adhere to those style and formatting
guidelines. In the paragraphs to follow, descriptions
of each section of a standard research article are pre-
sented: Title, Abstract, Introduction, Method, Results,
Discussion, and References.
2.1. Title
As with other kinds of literature, the title of a scien-
tific or scholarly journal article is a very important fea-
ture. At the risk of contravening the age-old adage “You
can’t judge a book by its cover,” Bellini and Rumrill [4]
speculated that most articles in rehabilitation journals
are either read or not read based upon the prospective
reader’s perusal of the title. Therefore, developing a
clear, concise title that conveys the article’s key con-
cepts, hypotheses, methods, and variables under study
is critical for researchers wishing to share their findings
with a large, professional audience. A standard-length
title for a journal article in the social sciences is 12–15
words, including a sub-title if appropriate. Because so-
cial science and medical indexing systems rely hea.
2800 word count.APA formatplagiarism free paperThe paper.docxnovabroom
2800 word count.
APA format
plagiarism free paper
The paper should have:
Title with all the authors.
Introduction
Methods/Materials
Results (graphics and tables encouraged)
Discussion and conclusion
Citations.
.
28 CHAPTER 4 THE CARBON FOOTPRINT CONTROVERSY Wha.docxnovabroom
28
CHAPTER 4: THE CARBON FOOTPRINT CONTROVERSY
What is the carbon footprint controversy?
Nearly all humans consume meat, dairy, and egg products in some form. In recent years the
e i me al m eme ha ed he ece i f ed ci g e ca b f i . Ca e
reduce our footprint without changing our diet? Much controversy surrounds that question. One
very extreme view on the political-left is below.
But when it comes to bad for the environment, nothing literally compares with eating meat. The business of raising
animals for food causes about 40 percent more global warming than all cars, trucks, and planes combined. If you care
about the planet, it's actually better to eat a salad in a Hummer than a cheeseburger in a Prius.
Bill Maher, host of HBO talk show Real Time with Bill Maher, writing in the Huffington Post in 2009. Accessed April 25,
2013 at http://www.huffingtonpost.com/bill-maher/new-rule-a-hole-in-one-sh_b_259281.html.
The last decade has seen a movement advocating a vegan diet in order to reduce carbon emissions,
and in some respects the argument is logical. After all, it takes about 3.388 lbs of corn (and many
other inputs) to produce a single pound of retail beef, making meat seem relatively inefficient to
grains, thus leading to a larger carbon footprint.134 So common is this notion that some schools
e c age Mea le M da for the sake of the environment. The Meatless Monday movement
has even been adopted by the Norwegian military.135 Moreover, there is some scientific research
showing that vegan (and vegetarian) diets do result in a smaller carbon footprint.136
When dealing with issues as big as global warming i ea feel hel le , like he e li le e ca d make a
diffe e ce B he mall cha ge e make e e da ca ha e a eme d im ac . Tha h his Meatless Monday
resolution is important. Together we can better our health, the animals and the environment, one plate at a time.
Los Angeles Councilmember Ed Reyes, co-author of a Meatless Monday resolution in 2012.137
However, equally prestigious research shows that vegan diets can result in a higher carbon
footprint.138 How can this be? One reason is that some carbon footprint estimates are wrong, or
rather, interpreted incorrectly. The idea of livestock production being a large carbon emitter began
with a report by the United Nations (UN) suggesting that livestock contributes 18% f he ld
carbon footprint, more than the transportation sector,139 thus giving Bill Maher reason to point the
blame at burgers instead of Hummers.
It turns out that this 18% is fraught with errors, a lea , d e e e e c di i i he U.S.
For instance, the UN did not account for the carbon emissions involved in making the inputs used
in the transportation sector, but they did for livestock. This would be like saying the production of
tires has zero carbon emissions but the production of corn does. Also, that 18% makes a number of
contestable assumptions, especially regardi.
261
Megaregion Planning
and High-Speed Rail
Petra Todorovich
c h a p t e r 2 4
?
On April 16, 2009, President Obama stood before an audience at the Eisenhower
Executive Office Building and made an announcement that signaled a new era of
passenger rail in the United States. Months before, the American Recovery and
Reinvestment Act (ARRA) had provided $8 billion for a new program at the
Federal Railroad Administration (FRA) to issue competitive grants to states to
make capital investments in high-speed and conventional passenger rail. Little did
the president know that providing the single largest boost for intercity rail plan-
ning in this country in a generation had also motivated a sudden and giant leap for-
ward in planning and governing megaregions. Luckily, regional planners had been
studying emerging megaregions for the previous five years, in affiliation with the
New York–based Regional Plan Association’s (RPA) America 2050 program. Again
and again, the planners had identified high-speed rail as the key transportation
investment to serve megaregion economies. But high-speed rail was a distant
dream. That all changed with the passage of ARRA at the nadir of the Great
Recession. Now a federal program exists to support high-speed rail planning
and implementation. Making that program a success will largely depend on the
ability of multiple actors at the local, regional, state, and binational levels to come
together as megaregions to coordinate and leverage federal rail investments.
Revisiting Megalopolis: RPA Resurrects
the Megaregion Idea
As if planning for the Tri-State New York metropolitan region was not sufficiently
complicated, in 2005 the Regional Plan Association launched a national program
called America 2050 that focused on the emergence of a new urban scale: the
megaregion. This was not actually a new concept for RPA. In 1967 a volume of the
Second Regional Plan documented the emergence of “The Atlantic Urban Region,”
an urban chain stretching 460 miles from Maine to Virginia (Regional Plan
C
o
p
y
r
i
g
h
t
2
0
1
1
.
R
u
t
g
e
r
s
U
n
i
v
e
r
s
i
t
y
P
r
e
s
s
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
M
a
y
n
o
t
b
e
r
e
p
r
o
d
u
c
e
d
i
n
a
n
y
f
o
r
m
w
i
t
h
o
u
t
p
e
r
m
i
s
s
i
o
n
f
r
o
m
t
h
e
p
u
b
l
i
s
h
e
r
,
e
x
c
e
p
t
f
a
i
r
u
s
e
s
p
e
r
m
i
t
t
e
d
u
n
d
e
r
U
.
S
.
o
r
a
p
p
l
i
c
a
b
l
e
c
o
p
y
r
i
g
h
t
l
a
w
.
EBSCO Publishing : eBook Academic Collection (EBSCOhost) - printed on 5/8/2020 3:56 AM via SAN JOSE STATE UNIV
AN: 435124 ; Montgomery, Carleton.; Regional Planning for a Sustainable America : How Creative Programs Are Promoting Prosperity and Saving the Environment
Account: s7380033.main.cmmc
Association 1967). Earlier that decade, French geographer Jean Gottmann had
coined the term “Megalopolis” to describe the same region in his 1961 book,
Megalopolis: The Urbanized Northeastern Seaboard of the United States (Gottmann
1961). The .
250 WORDS Moyer Instruments is a rapidly growing manufacturer .docxnovabroom
250 WORDS
Moyer Instruments is a rapidly growing manufacturer of medical devices. As a result of its growth, the company's management recently modified several of its procedures and practices to improve internal control. Some employees are upset with the changes. They have complained that all these changes just show that the company no longer trusts them. Required: "Internal controls exist because most people can't be trusted." Is this true? Explain.
.
250 WORDS CITATION AND REFERNECES What is a definition of fami.docxnovabroom
250 WORDS CITATION AND REFERNECES
What is a definition of family that encompasses the different family structures prevalent today? Discuss the importance of acknowledging nontraditional family structures. Explain how family systems theory can be used to better understand the interactions of a modern family (traditional or nontraditional).
.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2BackgroundThe research focuses on investigating leaders fro.docx
1. 2
Background
The research focuses on investigating leaders from highly rated
managed care organizations based on their leadership practices
in comparison to leaders from low rated managed care
organizations. High rated organizations are managed care
organizations who have attained either 4.5 or 5 Medicare Stars
ratings whiles low ratings organizations are organizations who
have attained 3 Stars or less.
The research design: Survey was sent to leaders from both high
Medicare rated and low rated organizations. I believe I have
enough sample size so the result will be significant. I have
received 35 response from leaders from high rated organizations
and 35 from low rated organizations (35 participants each
responded, making 70 participants in total). The goal is to find
out if there is a significant difference in leadership practice
between leaders from highly rated organizations and low rated
organizations.
The survey tool used is Leadership Practice Inventory (LPI),
which has a total of 30 behavioral statements that reflect on the
practices leaders regularly use in managing their organizations.
The leaders were invited to complete the survey online. The 30
survey questions are grouped in 5 Models:
1. Model the Way
1. Inspire a Shared Vision
1. Challenge the Process
1. Enable Others to Act
1. Encourage the Heart
The participants completed the LPI self-test, where they must
rate themselves depending on the frequency, which they believe
in engaging in each of the five models. They rate themselves on
a 10 point likert scale, below.
1-Almost Never
2. 3-Seldom
5-Occasionally
7-Fairly Often
9-Very Frequently
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
1. Dependent Variable: Attaining high Overall Medicare Star
Rating
1. Independent Variables:
1. Leadership practice Practices (Model the Way, Inspire a
Shared Vision, Challenge the Process, Enable Others to Act, and
Encourage the Heart)
1. Years of Experience
1. Leadership Style
Abbreviations meaning:
LP- Leadership Practice
MSR – Medicare Stars Ratings
MSROs – Medicare Stars Ratings Organizations
YoE – Years of Experience
The following hypotheses has been tested, analyzed (page 4-23).
SPSS software was used for data analysis.
Hypothesis 1 - There is a significant difference in LP between
3. leaders from high (4.5 or 5) MSROs and low (3 Stars or less)
MSROs.
Hypothesis 2 – There is a strong relationship between MSRs and
the LP of both high and low MSROs
Hypothesis 3 - In comparison to other 4 models (thus Model the
Way, Challenge the Process, Enable Others to Act, Encourage
the Hearts), practicing the “Inspire A Shared Vision” model is
very significant in helping leaders influence the attainment of
high MSR in MCOs.
Hypothesis 4 – The leaders’ leadership style contributes to a
leader’s ability to influence the achievement of high Medicare
ratings for MCO.
Hypothesis 5 – The Leaders’ of Years of Experience (YoE) is
effective in enabling leaders influence the attainment of either a
high MSRs in MCOs
Hypothesis 6- Leadership practice is highly effective in helping
a leader influence the attainment of high MSR in MCOs in
regard to leader’s years of experience and leadership styles,
Hypothesis 1 - There is a significant difference in LP between
leaders from high (4.5 or 5) MSROs and low (3 Stars or less)
MSROs.
4. To check if there is a difference in the LPs between leaders
from high MSROs and low MSROs, a non-parametric
independent sample test is conducted using SPSS software, see
Table 1. According to the results, mean for high MSRO leaders
is 8.56 and low MSRO leaders is 7.00 whiles the p-value =
0.0001 which is less than .05 significance level. Therefore, the
null hypothesis Hₒ is rejected and H1 is accepted. There is a
significant difference in LPs between the two (2) leader groups.
Table 1: Independent Sample Test for Hypothesis 1
Descriptive Statistics
N
Mean
Std. Deviation
Minimum
Maximum
Leadership_Practice_Low_Med_Stars
35
7.0048
.99529
4.67
9.43
Leadership_Practice_High_Med_Stars
35
8.5600
.70876
7.60
10.07
Medicare Stars Ratings
35
3.3857
.47489
2.50
4.00
5. Hypothesis 2 – There is a strong relationship between MSRs and
the LP of both high and low MSROs
Correlation is used to check how strong the relationship the two
variables is. To interpret the correlation matrix, we need to look
at the significance value (p) for reach value of r. A strong
positive relationship can be overserved between the dependent
variable (Medicare Star Ratings) and the independent variable
(Leaders from high MSROs), where the value of Pearson r is
.834 and the p > .05 (p = .001), therefore the H1 should be
accepted and the H0 rejected. Since the p-value is significant, a
significant correlation exists between the two variables. See
Table 2
The results of the test also indicate that there is also a strong
positive relationship between MSR and leaders from low
MSROs. The value of the Pearson r is.817 and the p > .05 (p =
.000), therefore the H1 should be accepted and the H2 rejected.,
a statistically significant correlation exists between the two
variables since p-value is significant, see Table below 2
Correlations
Medicare Stars Ratings
Leadership_Practice_Low_Med_Stars
Leadership_Practice_High_Med_Stars
Pearson Correlation
Medicare Stars Ratings
6. 1.000
.817
.834
Leadership Practice Low Medicare Stars
.817
1.000
.946
Leadership Practice High Medicare Stars
.834
.946
1.000
Sig. (1-tailed)
Medicare Stars Ratings
.
.000
.000
Leadership Practice Low Medicare Stars
.000
.
.000
Leadership Practice High Medicare Stars
.000
.000
.
N
Medicare Stars Ratings
35
35
35
Leadership Practice Low Medicare Stars
35
7. 35
35
Leadership Practice High Medicare Stars
35
35
35
Table 2: Correlation between MSR and LP of leaders of high
MSROs and low MSROs.
The Model Summary table in Table 3 provides R and R2 values.
The R value represents the simple correlation which is .839 (the
"R" Column), and it indicates a high degree of correlation.
The R2 value (the "R Square" column) indicates how much of
the total variation in the dependent variable MSR can be
explained by the independent variable (Leadership practices of
both high & low MSROs). In this case, 70.4% can be explained,
which is very high. See Table below 3
The Coefficientsa table in Table 3 shows the beta weight and
significance value for the individual independent variables. The
regression model is perfect at 70.4% only, then the beta
coefficient is .126 for leaders from low MSROs with p-value of
.379, which is statistically insignificant. For leaders from high
MSROs, the beta coefficient is .392 and p-value is .057, which
also statistically insignificant. This implies that each variable is
not predictive enough on its own to be statistically significant.
However, the sample provides enough evidence to conclude that
the model is significant but not enough to conclude that the
individual variable is significant. The p-value is 0.000 for the
overall model in the ANOVA in Table 3, hence H0 is rejected as
a result.
8. Table 3: Linear regression of MSR and LP of leaders of high
MSROs and low MSROs.
Model Summary
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
1
.839a
.704
.685
.26653
a. Predictors: (Constant),
Leadership_Practice_High_Med_Stars,
Leadership_Practice_Low_Med_Stars
ANOVAa
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
5.395
2
2.697
37.968
.000b
Residual
2.273
32
9. .071
Total
7.668
34
a. Dependent Variable: MedicareStarsRatingsM
b. Predictors: (Constant),
Leadership_Practice_High_Med_Stars,
Leadership_Practice_Low_Med_Stars
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
-.851
.828
-1.028
.312
Leadership_Practice_Low_Med_Stars
10. .126
.141
.264
.892
.379
Leadership_Practice_High_Med_Stars
.392
.198
.585
1.978
.057
a. Dependent Variable: Medicare Stars Ratings
Hypothesis 3 - In comparison to other 4 models (thus Model the
Way, Challenge the Process, Enable Others to Act, Encourage
the Hearts), practicing the “Inspire A Shared Vision” model is
very significant in helping leaders influence the attainment of
high MSR in MCOs.
The below correlations matrix (Table 4) provides details of the
dependent variable (MSR) and the five (5) principles of the
independent (Leadership Practices) to determine the association
between each principle and the dependent variable. The first
correlation between Medicare Stars ratings and Challenge the
Process (R3) model, where Pearson r is .850 and p-value is
.000, this shows there is a strong positive relationship as p
value is less than .01. For the relationship between MSR and
Enable Other to Act (R4) model where the Pearson r is .566 and
p-value is .000 this shows there is also a strong positive
11. relationship as p value is less than .01. The relationship
between MSR and Encourage the Hearts (R5) model as the
Pearson r is .557 and p-value is .000, this shows there is a
strong positive relationship as p-value is less than .01. The
relationship between MSR and Inspire the Heart (R2) model as
the Pearson r is .874 and p-value is .000, this shows there is a
strong positive relationship as p-value is less than .01. The
relationship between MSR and Model the Way (R1) model as
the Pearson r is .622 and p-value is .001, this shows there is a
strong positive relationship as p value is less than .01.
Table 4: Correlation between Medicare Stars ratings and the
Five (5) leadership models.
Correlations
Variable
MedStar#
ChallengeM
EnableM
EncourageM
InspireM
ModelM
MedicareStar#
Pearson Correlation
1
.850**
.566**
.557**
.874**
16. correlation which is .863 (the “R” column), which indicates
there is a high degree of correlation between the variables. The
R2 value (the “R Square” column) indicates how much of the
total variation in the dependent variable (Medicare Stars rating)
can be explained by the independent variable Model the
Way(R1), Challenge the Process(R3), Enable Others to Act(R4),
and Encourage the Hearts(R5). In this case, 74.50% can be
explained, which is very high. There model 1 is statistically
significant. The p-value in ANOVA table (Table 5) is .000.
In the second (2nd) model, the R value represents the simple
correlation and it is .909 (the “R” column), which also indicate
a high degree of correlation. The R2 value (the “R Square”
column) indicates how much of the total variation in the
dependent variable (Medicare Stars rating) can be explained by
the independent variable (Model the Way, Challenge the
Process, Enable Others to Act, and Encourage the Hearts). Here,
82.60% can be explained, which is very high. It implies that
when the other four (4) variables were added to Inspired the
Vision (R2) principle, the r-square increases. This model
increases the model’s predictive capacity in predicting the
attainment of high Medicare Stars ratings in a statistically
significant way by increasing the percentage accounted for by
8.1%. See Table 5
The F-ratio in the ANOVA table tests whether the overall
regression model is a good fit for the data. Table 5 shows that
the independent variables statistically and significantly predict
the dependent variable, F(5, 64) = 60.673, p < .0005, thus the
regression model is a good fit of the data. All five (5)
predicators accounted for a significant proportion of unique
criterion in the final regression model. As seen in the chart
(Figure 1), there is a strong positive correlation between the
two (2) variables.
The below table (Table 5) shows the results for the hierarchical
regression coefficient between the two (2) models. In the first
(1st) model, the dependent variable is Medicare Stars ratings
and the independent variables are Model the Way[R1],
17. Challenge the Process[R3], Enable Others to Act[R4], and
Encourage the Hearts[R5]. In this model, as the regression
model is perfect which 74.50% only, then the beta coefficient
for Challenge the Process (R3) is .693 and the significance
value is .000. This result shows the relationship between the
two (2) variables is significant. The beta coeffect for Enable
Other to Act (R4) is 102 where p-value is .054. The beta
coefficient for Model the Way (R1) is .114 where p-value is
.310.
In the second (2nd) model, the dependent variable is MSR and
the independent variables are: Inspire a Vision (R2), Model the
Way(R1), Challenge the Process(R3), Enable Others to Act(R4),
and Encourage the Hearts(R5). Also, the p-value in ANOVA
table (Table 5) is .000 as well, therefore the H0 is rejected for
the 2nd model. In this model, the regression is perfect which is
82.6% only, then the beta coefficient for Challenge the Process
(R3) is .388 and significance value is .000. This result indicates
the relationship between the two (2) variables is significant.
The beta coeffect for Enables Other to Act (R4) is .063 and p-
value is 0.156, which shows the relationship is statistically
insignificant. The beta coeffect for Model the Way (R1) is -.58
and p-value is .555, which is also statistically insignificant. The
beta coefficient for Encourage the Heart (R5) is -.21 and p-
value is .790, which is also a statistically insignificant
relationship. But when Inspire a Vision (R2) is added to the
other four (4) variables, then the beta coefficient for Inspire a
vision (R2) is .575 and p-value is .000. It implies that, in
comparison to the other four(4) variables: Model the Way[R1],
Challenge the Process[R3], Enable Others to Act[R4], and
Encourage the Hearts[R5], practicing Inspire a Vision [R2]
principle is very effective in enabling leaders influence the
attainment of high Medicare Stars rate in MCOs.
18. Table 5: Hierarchical Regression for Medicare Stars rating and
five (5) principles
Model Summaryc
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
Change Statistics
R Square Change
F Change
df1
df2
Sig. F Change
1
.863a
.745
.729
.701
.745
47.422
4
65
19. .000
2
.909b
.826
.812
.584
.081
29.756
1
64
.000
a. Predictors: (Constant), Model, Enable, Challenge, Encourage
b. Predictors: (Constant), Model, Enable, Challenge, Encourage,
Inspire
c. Dependent Variable: MedStar#
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
Correlations
B
Std. Error
Beta
Zero-order
Partial
Part
1
(Constant)
-3.460
.585
23. ANOVAa
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
93.162
4
23.291
47.422
.000b
Residual
31.924
65
.491
Total
125.086
69
2
Regression
103.294
5
20.659
60.673
.000c
24. Residual
21.792
64
.340
Total
125.086
69
a. Dependent Variable: MedStar#
b. Predictors: (Constant), Model, Enable, Challenge, Encourage
c. Predictors: (Constant), Model, Enable, Challenge, Encourage,
Inspire
Figure 1: Histogram and Scatterplot for Medicare Stars rating
and five (5) principle
25. Hypothesis 4 – The leaders’ leadership style contributes to a
leader’s ability to influence the achievement of high Medicare
ratings for MCO.
Correlation is used to check how strong the relationship the two
variables is. To interpret the correlation matrix, we need to look
at the significance value (p) for reach value of r. In Table 5, a
moderate positive linear relationship exists between the
dependent variables (Medicare Stars ratings) and the
independent variables (the leadership styles of leaders from low
Medicare Star ratings organizations), where Pearson r is .392
and the p-value is .20 at 0.5 level of significance. Hence, the p-
value is statistically significant. From this result, a correlation
exists between Medicare Stars ratings and leadership style of
leaders from low MSROs.
In comparison to the correlation that exists between MSR
(dependent variable) and the leadership style of leaders from
high MSROs (independent variable), a moderate positive linear
relationship exists between the two (2) variables, where Pearson
r is .329, see Table 5. However, the p-value is .54 at .5 level of
significance. The p-value is not significant ([p > 0.5], p= .54)
unlike the p-value of the correlation of Medicare Stars ratings
and the leadership styles of leaders from MSROs ([p > 0.5], p=
.20), though there is a positive correlation.
Table 5: Correlation between MSR and leadership style of high
and low MSROs.
Correlations
26. Leadership Style High Star
Leadership Style Low Star
Medicare Stars Ratings
Leadership Style High Star
Pearson Correlation
1
-.060
.329
Sig. (2-tailed)
.733
.054
N
35
35
35
Leadership Style Low Star
Pearson Correlation
-.060
1
.392*
Sig. (2-tailed)
.733
.020
N
35
35
35
Medicare Stars Ratings
Pearson Correlation
.329
27. .392*
1
Sig. (2-tailed)
.054
.020
N
35
35
35
*. Correlation is significant at the 0.05 level (2-tailed).
Table 6 below provides the R and R2 values. The R value
represents the simple correlation which is 0.685 (the "R"
Column), which indicates a high degree of correlation.
The R2 value (the "R Square" column) measures the strength of
the relationship between the model and dependent variable
MSR. In this case, 47.00% can be explained, which is low.
Table 6 below also shows the results for the simple linear
regression between the dependent variable (Medicare Stars
ratings) and the independent variables (leadership style). This
regression model is not perfect as it is only 47%, then the beta
coefficient is .200 and a significant value is .001 for leadership
style of leaders from low MSROs and it is statistically
significant. The beta for leadership style of leaders from high
MSROs is .180 and p-value is .000, which is also statistically
significant.
Table 6: Hierarchical Regression for Medicare Stars rating and
leadership styles of leadership from both low and high MSROs.
Model Summaryb
Model
R
28. R Square
Adjusted R Square
Std. Error of the Estimate
1
.685a
.470
.437
.219
a. Predictors: (Constant), Leadership Style High Star,
Leadership Style Low Star
b. Dependent Variable: Medicare Star Rating
ANOVAa
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
1.362
2
.681
14.172
.000b
Residual
1.538
32
.048
Total
2.900
29. 34
a. Dependent Variable: Medicare Star Rating
b. Predictors: (Constant), Leadership Style High Star,
Leadership Style Low Star
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
3.795
.157
24.218
.000
Leadership Style Low Star
.200
.052
.492
3.816
.001
Leadership Style High Star
30. .180
.046
.507
3.933
.000
a. Dependent Variable: Medicare Star Rating
Residuals Statisticsa
Minimum
Maximum
Mean
Std. Deviation
N
Predicted Value
4.17
4.93
4.60
.200
35
Residual
-.574
.445
.000
.213
35
Std. Predicted Value
-2.124
1.673
.000
1.000
35
Std. Residual
-2.620
2.030
.000
31. .970
35
a. Dependent Variable: Medicare Star Rating
Hypothesis 5 – The Leaders’ of Years of Experience (YoE) is
effective in enabling leaders influence the attainment of either a
high MSRs in MCOs
The correlation matrix below (Table 7) measures the strength
and direction of the relationship between the two (2) variable.
There is a weak positive linear relationship between the
dependent variable (MSR) and independent variable (years of
experience of leaders from high MSROs), where Pearson r .109,
and p-value is .267 at 0.5 level of significance. Hence, it is
statistically insignificant. This means a correlation does not
exist between MSR and YoE of leaders from high MSROs.
The correlation that exists between MSR (dependent variable)
and YoE of leaders from high MSROs is a moderate positive
linear relationship, where Pearson r is .583 and p-value is .000
at .05 level of significance. The p-value is significant ([p >
0.5], p= .000) unlike the p-value of the correlation of MSR and
YoE of leaders from high MSROs ([p > 0.5], p= .267).
Table 7: Correlation between MSR and Years of Experience of
leaders from high and low MSROs.
Correlations
Variables
Medicare Stars Ratings
YoE Low Medicare Stars
YoE High Medicare Stars
Pearson Correlation
Medicare Stars Ratings
33. 35
35
YoE High Medicare Stars
35
35
35
Table 8 below shows the R and R2 values. The R value
represents the simple correlation which is 0.583 (the "R"
Column), which indicates a moderate degree of correlation.
The R2 value (the "R Square" column) indicates how much of
the total variation in the dependent variable Medicare star rating
can be explained by the independent variable leaders YoE. In
this case, 29.90% can be explained, which is low very.
The results displayed in Table 8 shows the simple linear
regression between the dependent variable (MSR) and the
independent variable (leaders’ YoE). This regression model is
not perfect as it is only 34%, then the beta coefficient for YoE
of leaders from low MSROs is .346 and p-value is .000, which
is statistically significant. However, the beta coefficient for
YoE of leaders from high Medicare Stars is .012 and p-value is
.915, which is not statistically significant. The sample provides
enough evidence to conclude that the model is significant but
not enough to conclude that the individual variable is
significant. The p-value is 0.001 for the overall model in the
ANOVA in Table 8, hence H0 is rejected as a result.
34. Table 8: Hierarchical Regression for Medicare Stars rating and
leaders YoE
Model Summary
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
Change Statistics
R Square Change
F Change
df1
df2
Sig. F Change
1
.583a
.340
.299
.39765
.340
8.247
2
32
.001
a. Predictors: (Constant), YoE_Low_Med_Stars YoE High
Medicare Stars
ANOVAa
Model
Sum of Squares
37. a leader influence the attainment of high MSR in MCOs in
regard to leader’s years of experience and leadership styles,
The correlation matrix gives details of the dependent variable
(Medicare Stars ratings) and three (3) independent variables:
Leadership Practice (LP), Years of Leadership Experience, and
Leadership Style to check the association between the variables.
See Table 9.
The first correlation relationship between MSR and leadership
practice where Pearson r is .839 and p-value is .000, which
shows there is a strong and significant relationship as p-value is
less than .01. The relationship between MSR and leaders’ YoE
is Pearson r is .533 and p-value is .000, this indicates there is a
moderate and significant relationship as p-value is less than .01.
The relationship between MSR and leader’s leadership style is
Pearson r is .197 and p-value is .102, this shows there is a weak
and insignificant relationship as p-value is greater than .01, see
Table 9.
Table 9: Correlation between MSR and leadership style,
leadership practice and leaders’ years of experience
Correlations
Medicare Star Ratings
Leadership Practice
Years of Leadership Experience
Leadership Style
Medicare Star Ratings
Pearson Correlation
1
.839**
.533**
.197
Sig. (2-tailed)
.000
.000
39. .003
N
70
70
70
70
Leadership Style
Pearson Correlation
.197
.342**
.348**
1
Sig. (2-tailed)
.102
.004
.003
N
70
70
70
70
**. Correlation is significant at the 0.01 level (2-tailed).
The Model Summary in Table 10 provides R and R2 values for
the two (2) models of hierarchical regression in the first (1st)
model. The R value represents the simple correlation which is
.534 (the “R” column), which indicates there is a moderate
positive relationship between the variables. The R2 value (the
“R” Square” column) indicates how much of the total variation
in the dependent variable (MSRs) can be explained by the
independent variable: Leadership Practice, Leaders’ Years of
Experience, and Leadership Style. In this case, 28.50% can be
40. explained, which is very low, though the p-value is .000. There
model 1 is statistically significant.
In the second (2nd) model, the R value represents the simple
correlation which .846 (the “R” column), which also indicate a
high degree of correlation. The R2 value (the “R” Square”
column) indicates how much of the total variation in the
dependent variable (Medicare Stars rating) can be explained by
the independent variable: Leadership Practice, Leaders’ Years
of Experience, and Leadership Style. In this model, 71.50% can
be explained which is very high. This indicates that the r-square
increases when leadership practice is employed in addition to
leadership style and years of experience. This model increases
predictive capacity in predicting the leaders’ influence in
attaining high MSR in a statistically significant way by
increasing the percentage accounted by 43.10% in the 2nd
model. See Table 10
The F-ratio in the ANOVA table tests whether the overall
regression model is a good fit for the data (Table 10). The
independent variables statistically and significantly predict the
dependent variable, F(3, 66) = 55,251, p-value is .000 as p <
.05, thus the regression model is good git of the data.
Furthermore, the result of the hierarchical regression coefficient
between the two (2) models is shown in the Coefficientsa
section, Table 10. In the first (1st) model, the dependent
variable is MSRs and the independent variables are: Leaders’
Years of Experience, and Leadership Style. In this model, the
regression model is moderate 28.50% only, then the beta
coefficient for Years of Leadership is .902 and p-value is .000.
This result shows the relationship between the two (2) variables
is significant. The beta coefficient for Leadership Style is .024
where p-value is .906. which is statistically insignificant.
In the second (2nd) model, the dependent variable (MSR) and
the independent variables: Leadership Practice, Leaders’ Years
of Experience, and Leadership Style. With this model, the
regression is perfect which is 71.50%. then the beta coefficient
for Leaders’ Years of Experience is .115 and p-value is .426,
41. which is statistically insignificant. The beta coefficient for
Leadership Style is -.207 and p-value is .118, which is also
statistically insignificant. However, when Leadership Practice is
added to the other two (2) variables, then the beta coefficient
for Leadership Practice is .970 and p-value is .000. This shows
that, in comparison to the independent variable in the 1st model,
practicing Leadership Practice is very effective in helping
leaders influence the attainment of high MSR in MCOs; hence
H0 is rejected as a result.
Table 10: Hierarchical Regression for Medicare Stars rating and
leadership practice, leaders’ YoE and leadership style.
Model Summaryc
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
Change Statistics
R Square Change
F Change
df1
44. 125.086
69
a. Dependent Variable: MedStar#
b. Predictors: (Constant), Leadership Style, Years of Leadership
Experience
c. Predictors: (Constant), Leadership Style, Years of Leadership
Experience, LeadPracM
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
Correlations
B
Std. Error
Beta
Zero-order
Partial
Part
1
(Constant)
1.518
.483
3.145
.002
45. Years of Leadership Experience
.902
.188
.529
4.799
.000
.533
.506
.496
Leadership Style
.024
.202
.013
.118
.906
.197
.014
.012
2
(Constant)
-3.955
.628
-6.298
.000
Years of Leadership Experience
.115
.143
.067