Nineteenth and early twentieth century statistics: Some New Zealand connections

William Stanley Jevons published his statistical analysis of the climate of Australia and New Zealand, in 1858. Florence Nightingale advised Sir George Grey to collect statistics on M a ori health. Frederick William Frankland published a significant study of mortality in New Zealand, in 1882; and in 1890 George Hogben pioneered the application of statistics to seismology. These people all contributed to statistical knowledge in New Zealand, but were not New Zealanders. Earnest Rutherford, Leslie John Comrie and Alexander Craig Aitken were born and educated in New Zealand, but they worked mainly in the UK. In 1911 Rutherford made very effective use of statistics in discovering the nuclear structure of atoms; in 1937 Comrie pioneered the use of punched-card machinery for large-scale statistical analysis; and Aitken did very important work in mathematical statistics.     

Revisiting followership through a social identity perspective: The role of collective follower emotion and action

We review the concept of followership, with a specific focus on how followers actively influence leadership outcomes. We examine in particular research from four key areas: social identity perspectives on leadership, intergroup emotion theory, collective action, and reciprocal affect within leader–follower interactions. Our central proposition is that followers engage in actions, driven by both cognitive and affective-based processes, which affect leadership outcomes. Moreover, because leaders are part of the groups they lead and therefore embedded within the social context of a group, we propose that any action that affirms or threatens the salient group will trigger both cognitive and emotional responses from followers towards leaders. These include the extent to which a leader engages in actions that are perceived as (1) self-sacrificial, (2) procedurally fair, and (3) expressing emotions congruent with that of their group. We also propose that the extent to which followers translate their perceptions and emotions towards collective action towards their leaders will be moderated by individual-level group identification and group-level shared identity. To conclude, we highlight theoretical implications in light of these propositions and suggest areas for further research on followership.     

Nano Risk Analysis: Advancing the Science for Nanomaterials Risk Management

Scientists, activists, industry, and governments have raised concerns about health and environmental risks of nanoscale materials. The Society for Risk Analysis convened experts in September 2008 in Washington, DC to deliberate on issues relating to the unique attributes of nanoscale materials that raise novel concerns about health risks. This article reports on the overall themes and findings of the workshop, uncovering the underlying issues for each of these topics that become recurring themes. The attributes of nanoscale particles and other nanomaterials that present novel issues for risk analysis are evaluated in a risk analysis framework, identifying challenges and opportunities for risk analysts and others seeking to assess and manage the risks from emerging nanoscale materials and nanotechnologies. Workshop deliberations and recommendations for advancing the risk analysis and management of nanotechnologies are presented.     

Modified Shewhart Charts for High Yield Processes

The conventional Shewhart p or np chart is not effective for monitoring a high yield process, a process in which the defect level is close to zero. An improved Shewhart np chart for monitoring high yield processes is proposed. A review of control charts for monitoring high yield processes is first given. The run length performance of the proposed Shewhart chart is then compared with other high yield control charts. A simple procedure for designing the chart for processes subjected to sampling or 100% continuous inspection is provided and this allows the chart to be implemented easily on the factory floor. The practical aspects of implementation of the Shewhart chart are discussed. An application of the Shewhart chart based on a real data set is demonstrated.     

Our Story: The Parent and LGBTQ Child Relational Process

This study explores the parent-lesbian, gay, bisexual, transgender, and queer (LGBTQ) child relational process, before and after the child discloses his or her sexual orientation and/or gender identity to his or her parent(s). Eleven parent-adult child dyads were interviewed in this grounded theory study. Participants included children representing the full LGBTQ spectrum and their parents. Results indicate that parent-child dyads experience a relational process occurring in five sequential phases, the last one continuing indefinitely. Parent-LGBTQ child close relationships manifest societal beliefs regarding LGBTQ identities. Dyad members share an evolving relational identity and construct a shared narrative that shifts in response to familial life events and broader societal changes.     

The influence of follower mood on leader mood and task performance: An affective,follower-centric perspective of leadership

Based on the notion that leadership involves affective exchange (Dasborough, Ashkanasy, Tee & Tse, 2009), we hypothesize that a leader's mood and task performance can be determined in part by follower mood displays. In two laboratory experiments, leaders supervised teams where the team members were confederates instructed to display positive or negative moods. Results were that followers' mood influenced leader mood and task performance. Moreover, leaders of positive mood followers were judged to have performed more effectively and expediently than leaders of followers who expressed negative mood states. We replicated these findings in Study 2 and found further that leaders high on neuroticism performed less effectively than their low neuroticism counterparts when interacting with negative-mood followers. Collectively, by demonstrating that follower moods influence leader affect and behaviors, our studies provide support for a core element of the Dasborough et al. (2009) reciprocal affect theory of leadership.