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A wire-based additive manufacturing system works with high manufacturing efficiency and low dimensional precision. The purpose of this paper is to study the dimensional characteristics of Ti-6Al-4V thin-walled parts with wire-based multi-laser additive manufacturing in vacuum.

Wire-based multi-laser additive manufacturing was carried out to understand the effect brought from different parameters. The Ti-6Al-4V thin-walled parts were formed by different height increments, power inputs and inter-layer cooling times in vacuum.

The result shows that, with the number of layers increment, the layer width of thin-walled part increases gradually in the beginning and stabilizes soon afterward. Height increment, laser power and inter-layer cooling time could affect the energy input to the deposited bead and heat accumulation of thin-walled part. The layer width decreases, while the height increment increases. The increment of laser power could increase the layer width. And, the increment of inter-layer cooling time (more than 5 s) has little effect on the layer width.

The heat dissipation mode of thin-walled parts in vacuum and the influence of different parameters on layer width are explained in this paper. It provides a reference for further understanding and controlling dimension precision of Ti-6Al-4V thin-walled part with wire-based multi-laser additive manufacturing in vacuum. At the same time, it provides a reference for researches of dimensional characteristics in the additive manufacturing industry.

China has a bad reputation — justified or not — for corruption: in a recent Transparency International survey, it was listed by US and European businesspeople as one of the three most corrupt countries in Asia, though its ranking fell slightly in 1996. A national survey revealed that ordinary Chinese regard corruption as the most serious problem after inflation, though 52 per cent expressed doubt that the Government could do anything about it. In 1995, in Beijing alone, 1,085 cases of corruption were uncovered. In 1996, in the Working Report of the Supreme Peoples's Procuratorate, the Chief Procurator Zhang Siqing observed:

The purpose of this paper is to track the changes of leadership attributes during the process of social development from 1998 to 2008 in China, and then to explore whether the significant events have potential impacts on the changes of leadership attributes during this time.

The authors conducted two studies through qualitative approach, based on data collected from Chinese official newspapers (People's Daily and Guangming Daily) covering 216 stories (90 stories in Study 1 and 126 stories in Study 2). The first study focuses on comparing the leadership attributes in 2008 with those in 1998 and 1988 presented in previous research to find out the changes. In the second study, the most significant events are selected during the period of 1998‐2008 and their effects on the changes of leadership attributes are examined.

The findings show that leadership attributes changed during the ten years and some new attributes are advocated in China. Furthermore, the changes of leadership attributes, especially for non‐business leaders, relate to the occurrence of significant events and reflect the changes of government policies.

Although some literature has explored leadership attributes in China, this study contributes to the extant research in two ways. First, it promotes the use of existing documents as data sources of longitudinal study to track the changes of leadership attributes. Second, it advances the line of inquiry of leadership attributes in China by concentrating on the factors driving those changes.

Two interrelated theoretical schemes on leadership are presented in this paper. One is the Chinese CPM leadership behavior model, and the other, the Chinese implicit leadership theory. The CPM model recognizes three factors: Moral Character (“C” factor), Performance (“P” factor) and Maintenance (“M” factor). The Chinese implicit theory on leadership differentiates four trait factors: Personal Morality, Goal Efficiency, Interpersonal Competence, and Versatility. As such, it corresponds well with the CPM theory’s three-factor model. Both of these studies point to the salience of a cultural aspect. It has been demonstrated in the Chinese cultural context that the Chinese still place key importance on the moral character of their leaders and their behavior.

This article verified the construct of servant leadership and validated a measure developed in Western culture. Results from exploratory factor analysis (EFA) (N=285) produced a five-factor model – altruistic calling, emotional healing, persuasive mapping, wisdom, and community stewardship with less items than the original measure. Confirmatory factor analysis (CFA) (N=304) indicated that the 5-factor servant leadership model fits the data best. Correlation analysis of the supervisor-subordinate paired sample (N=209 dyads) showed that servant leadership has more common features with transformational leadership and less with paternalistic leadership; the predictive power of servant leadership was roughly equivalent to that of transformational leadership but higher than that of paternalistic leadership when predicting criterion variables such as overall satisfaction and deviance behavior. Our results totally demonstrated that the revised servant leadership scale in Chinese culture has higher reliability and validity, which could be used for subsequent studies as an effective instrument.