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The purpose of this paper is to replicate previous findings exploring the mediating effect of personal leadership on professional leadership and intentions to cooperate, and to extend the model by examining organizational performance.

Employees from two school districts (one high performing, the other low performing) in New York State completed a survey designed to gather their perceptions of study variables.

Professional and personal leadership are positively related to employee intentions to cooperate, personal leadership mediates the effect of professional leadership on employee intentions to cooperate, and employees in the high-performing organization rated all study variables higher than employees in the low-performing organization.

Limitations include predictor and outcome data both collected from the same respondents and all measures collected via survey. Both of these issues raise concerns with regards to common method bias, though actual performance data was gained from a separate source.

Managers should focus on developing both professional (i.e. providing direction, process, and coordination to members) and personal (i.e. demonstrating expertise, trust, caring, sharing, and ethics) behaviors to enhance.

The current study's findings are compelling and supportive of prior research (Mastrangelo et al., 2004; Eddy et al., 2008). Both professional and personal leadership have an important impact on employee intentions to cooperate, and personal leadership mediates the relationship between professional leadership and employee intentions to cooperate. Leaders should focus on enhancing these behaviors in order to positively impact organizational success. Most compelling is the power of personal leadership. A greater emphasis on expertise, trust, caring, sharing, and ethical behavior in teaching and practicing leadership will undoubtedly lead to more enduring leadership.

The paper provides confirmatory evidence for the value of the leadership model put forth by Mastrangelo et al. (2004) and extends the model to include other important outcomes. An examination of leader behaviors at high-performing organization and low-performing organization uncovers ways managers can enhance their leadership behaviors.

The aim of this paper is to replicate previous research findings, exploring the mediating effect of personal leadership on professional leadership and willing cooperation, and to extend the leadership model to include job satisfaction and organizational commitment.

Employees from a government agency located in Western New York State completed a survey designed to gather their perceptions of study variables.

Professional and personal leadership are positively related to all three outcomes and personal leadership mediates the effect of professional leadership on all three outcomes.

Limitations include predictor and outcome data both collected from the same respondents and all measures collected via survey. Both of these issues raise concerns with regards to common method bias. Actual performance data were not measured. Future research should examine the impact of leadership behaviors on organization outcomes.

Managers should focus on developing both professional leadership (i.e. providing direction, process, and coordination to members) and personal leadership (i.e. demonstrating expertise, trust, caring, sharing and morals) behaviors to enhance employee satisfaction and commitment.

The paper provides confirmatory evidence for the value of the leadership model put forth in the earlier research and extends the model to include other important outcomes. An examination of leader behaviors in a government agency uncovers ways managers can enhance their leadership behaviors.

The purpose of this paper is to explore rationalizations individuals provide for engaging in personal activities on company time.

Data were collected from 121 survey respondents working in a variety of organizations and backgrounds. Respondents provided information on the number of times they engage in various personal activities while at work, the amount of time engaged in these activities, and their rationalizations for performing personal activities during work hours.

Results suggest that employees spend nearly five hours in a typical workweek engaged in personal activities. More than 90 per cent of this time is spent using the internet, email, phone, or conversing with co‐workers. Employees use a variety of rationalizations for such behavior, but only two rationalizations (i.e. boredom and convenience) were statistically reliable predictors of the extent to which they engaged in personal activities on company time.

The current research finds that boredom and convenience are related to the extent that employees engage in personal activities on company time. Improvements in the work environment to reduce boredom might show a marked decrease in these behaviors, thereby mitigating the need for organizations to develop formal policies against these behaviors.

This is only the second quantitative study to examine the amount of time individuals spend engaged in specific personal activities on the job. It is the first quantitative exploration of the rationalizations employees use to justify these behaviors.

Recent reports suggest that the use of teams in organizations is increasing (Guzzo & Shea, 1992). In fact, many organizations are moving towards team-based approaches, where teams become the centerpiece of organizational structure. As a result of this emphasis on teamwork, it is becoming increasingly important for organizations to become skilled at identifying the task and skill requirements, as well as the cognitive demands of teams and team members. Effective identification of necessary team characteristics can inform several human resource management challenges for teams, including, team design, team training, rewards for team performance, team member selection, and the diagnosis and promotion of team effectiveness.

This paper suggests that one way to increase our understanding of teams is through the use of team task analysis (TTA). TTA is a process of analyzing and describing the tasks of teams and the jobs of team members and can be used to identify the knowledge, skills, and abilities (KSAs), and attitude requirements relevant to team performance. Despite the obvious importance of TTA, reviews of the literature (Baker, Salas & Cannon-Bowers, 1998; Levine, Penner, Brannick, Coovert & Llobert, 1988) have found very little systematic work on the topic. Further, an examination of traditional job analysis sources (e.g. Gael, 1983; Gael, 1988; Harvey, 1992) revealed twelve pages devoted to TTA (Dieterly, 1988).

Based on the apparent lack of attention given to TTA, one purpose of this paper is to update previous work on TTA, by reviewing and integrating the existing literature. Another purpose of this paper is to offer researchers a foundation for additional theoretical work. Finally, we hope to contribute towards a framework, and/or tool, to aid practitioners in the delivery of human resource management services to teams.

In our review, we provide a comparison of individual task analysis vs. TTA and provide key points of departure between the two concepts. Additionally, a summary of TTA is provided as well as warnings to practitioners and researchers based on previous research and theorizing regarding the aggregation of data (e.g. Bowers, Baker & Salas, 1994; Brenner, Sheehan, Arthur & Bennett, 1998; Kenny & LaVoie, 1985; Klein, Dansereau & Hall, 1994; Rousseau, 1985). In particular, our warnings focus on the potential dangers associated with aggregating individual level information (e.g. individual job analysis data) to higher (e.g. team) levels.

Next, methods that have been used to collect TTA information are reviewed and classified. Then, the type of information gathered, such as, team competencies/skills (e.g. Cannon-Bowers, Tannenbaum, Salas & Volpe, 1995; Stevens & Campion, 1994), job characteristics (e.g. Campion, Medsker & Higgs, 1993; Campion, Papper & Medsker, 1996), and cognitive information (e.g. Brenner et al., 1998; Klein, 1993) are reviewed and categorized. Additionally, comparisons of individual cognitive task analysis (i.e. the mental processes needed to accomplish an individual task) and cognitive TTA (i.e. the integrative team mental processes needed to accomplish a team task) are provided.

We conclude with a presentation of criteria for evaluating TTA methodologies and a series of suggestions to guide both practitioners and researchers regarding future work in TTA. Our emphasis is on explaining the value of TTA and what it means to the reader, regardless of his/her occupation (e.g. practitioner or researcher).

Organizational viability depends in part on effective leadership. Effective leaders engage in both professional leadership behaviors (e.g. setting a mission, creating a process for achieving goals, aligning processes and procedures) and personal leadership behaviors (e.g. building trust, caring for people, acting morally). A model of professional and personal leadership's impact on willing cooperation was developed and tested. Respondents provided perceptions of the leadership of their organizations and reported the extent to which they willingly cooperate with their organization's leadership. Perceptions of “organizational” leadership as opposed to individual leaders were measured. The direct effects of personal and professional leadership on willing cooperation were examined. Personal leadership was also examined as a mediator of professional leadership's impact on willing cooperation. Results revealed support for a mediated model. Specifically, professional leadership was related to the presence of willing cooperation (β=0.44) and personal leadership was related to the presence of willing cooperation (β=0.71). Finally, following a strategy developed by Baron and Kenny, personal leadership was shown to be a mediator of the relationship between professional leadership and the presence of willing cooperation. Limitations as well as research and practical implications are discussed.

Applicability of two k‐ω hybrid RANS/LES and a k‐ω RANS models is studied for simulation of round impinging jets at nozzle‐plate distance H/D=2 with Reynolds number 70000, H/D=2 with Reynolds number 5000 and H/D=10 with Reynolds number 5000 (D is the nozzle exit diameter). The aim is to verify two concepts of unified hybrid RANS/LES formulations, one of DES (Detached Eddy Simulation) type and one of LNS (Limited Number Scales) type in analysis of impinging jet flow and heat transfer. The grid resolution requirements are also discussed.

The simulations are performed with two k‐ω based hybrid RANS/LES models of very different nature, one of DES type and one of LNS type, and the RANS k‐ω model. For the lower Reynolds number (5000), also dynamic Smagorinsky LES is done. Both hybrid model formulations converge to the same RANS k‐ω model in the near‐wall region and have the same Smagorinsky limit on fine isotropic grids in the LES mode of the hybrid models.

With the hybrid RANS/LES models, improved fluid flow and heat transfer results are obtained compared to RANS, in the impact region and in the developing wall‐jet region. For accurate predictions at low nozzle‐plate distance, where the impact region is in the core of the jet, it is necessary to sufficiently resolve the formation and breakup of the near‐wall vortices in the jet impingement region and the developing wall‐jet region, as these determine largely the level of fluctuating velocity and the heat transfer. This requires high grid resolution for high Reynolds number, while the grid resolution requirements stay modest for low Reynolds number.

The paper demonstrates that two formulations of hybrid RANS/LES models of different nature, one of DES type and one of LES type, lead to equivalent results. Consistency has been guaranteed in the sense that the RANS limit of both models is the same and that the LES limit on fine, isotropic, grids is the same. In the intermediate range, however, the repartition into resolved and modelled fluctuations may differ considerably.

The purpose of this paper is to study the effect of piston position on the in-cylinder swirling flow in a simplified model of a large two-stroke marine diesel engine.

Large eddy simulations with four different models for the turbulent flow are used: a one-equation model, a dynamic one-equation model, a localized dynamic one-equation model and a mixed-scale model. Simulations are carried out for two different geometries corresponding to 100 and 50 percent open scavenge ports.

It is found that the mean tangential profile inside the cylinder changes qualitatively with port closure from a Lamb-Oseen vortex profile to a solid body rotation, while the axial velocity changes from a wake-like profile to a jet-like profile. The numerical results are compared with particle image velocimetry measurements, and in general, the authors find a good agreement.

Considering the complexity of the real engine, the authors designed the engine model using the simplest configuration possible. The setup contains no moving parts, the combustion is neglected and the exhaust valve is discarded.

Studying the flow in a simplified engine model, the setup allows studies of fundamental aspects of swirling flow in a uniform scavenged engine. Comparing the four turbulence models, the local dynamic one-equation model is found to give the best agreement with the experimental results.

A numerical scheme that has already proved to be efficient and accurate for laminar heat transfer is extended for turbulent, axisymmetric heat transfer calculations. The extended scheme is applied to the steady‐state heat transfer of axisymmetric turbulent jets, impinging onto a flat plate. Firstly, the low‐Reynolds version of the standard k‐ε model is employed. As is well known, the classical k‐ε turbulence model fails to predict the heat transfer of impinging jets adequately. A non‐linear k‐ε model, with improved ε‐equation, yields much better results. The numerical treatment of the higher order terms in this model is described. The effect on the heat transfer predictions of a variable turbulent Prandtl number is shown to be small. It is also verified that the energy equation can be simplified, without affecting the results. Results are presented for the flow field and the local Nusselt number profiles on the plate for impinging jets with different distances between the pipe exit and the flat plate.

Organizations are increasingly using team-based work structures to solve complex challenges and issues. Such teams require team members to have shared cognitions – a shared, accurate and complimentary understanding of team processes – to enhance team performance. The purpose of the current research is to explore the impact of shared cognitions on team processes and team performance.

The current research focused on shared cognitions of teammate knowledge and expertise while working in a team environment. Using an experimental design with 20 teams collaborating on six problem-solving questions, the authors test hypotheses pertaining to the relationship between shared cognitions about team member expertise and team processes and team performance.

Analysis of variance finds that teams with a greater level of shared cognitions of team member expertise have enhanced team process and greater team performance than teams without shared cognitions.

Recommendations are made for future research and practice based on such findings. The authors discuss ways in which the findings of this study can contribute to greater team process and performance in schools, organizations and athletic teams, noting the additional ability to apply such findings in virtual settings.