At 10–12 Months,Pointing Gesture Handedness Predicts the Size of Receptive Vocabularies

The close association between language and gesture has been widely studied (McNeill, Psychological Review, 92, 1985, 350). It remains unclear, however, when and how this relationship originates ontogenetically. This study investigated the relationship between vocabulary development and pointing handedness in 10‐ to 12‐month‐old infants. The study used cross‐sectional data from 16 infants. Infants took part in a pointing elicitation task and a grasping task to assess their pointing and grasping handedness. Further, parents filled out the Oxford Communicative Development Inventory (Hamilton, Plunkett, & Schafer, Journal of Child Language, 27, 2000, 689) to assess infants’ receptive and productive vocabularies. The result showed a positive, significant correlation between receptive vocabulary development and right‐handed pointing. This relationship was not due to age or to vocalizations, which have not been ruled out by previous studies. Possible mechanisms behind this codevelopment are discussed.     

Leadership of highly creative people in highly creative fields: A historiometric study of scientific leaders

In recent years there has been a marked increase in the study of the influence of leadership on creativity, and the effects of this relationship on organizational performance. While a number of explanations have been broached with regard to the positive effects of leadership on creativity, many of these studies propose different, and often contradictory, methods for leaders to achieve these positive effects on creativity within their organizations and work groups. Additionally, little work has been done examining the effects of leadership on highly creative people in fields requiring creativity. The purpose of this study is to examine two existing leadership theories with regard to their viability as models to explain creative performance of eminent scientists. Eminent scientists represent a population of leaders of highly creative individuals in a field that values the production of innovative ideas and products as a marker of performance. Ninety-three excerpts from the biographies of scientists were content coded for leader behaviors and performance criteria. The results of this analysis indicate that a model based on strategic planning and product championing may serve to explain the positive effects of leadership on creativity in a highly creative population.     

Making sense of pragmatic and charismatic leadership stories: Effects on vision formation

For some time, it has been argued that stories articulated by leaders are an important vehicle for exercising influence, but stories of leadership might also serve as a means for developing leadership potential. One critical activity involved in leadership is vision formation, which involves constructing and communicating a future state that guides followers in “making sense” of complex organizational events. Like leader visions, analyzing stories also, by nature, evokes sensemaking processes. As a result, analyzing stories of leadership may provide a natural means for practicing the art of sensemaking. In the present investigation, undergraduates were asked to read six short stories about incidents of either pragmatic or charismatic leadership in business settings. After reading each story, questions were asked to encourage sensemaking of story events, causes, and emotions. Participants were subsequently asked to formulate visions for leading a secondary school –– a transfer task. It was found that stronger visions were produced when participants were asked to analyze both story events and the causes of these events. The implications of these findings for the use of leadership stories in leader development initiatives are discussed.     

Cognitive skills and leadership performance: The nine critical skills

Over the years, a growing body of evidence indicates that certain cognitive skills are a critical determinant of leader performance. In the present effort we show that application of these skills is typically founded in case-based knowledge. Subsequently, we identify nine key skills people in leadership positions employ when working with case-based knowledge to address leadership problems: 1) problem definition, 2) cause/goal analysis, 3) constraint analysis, 4) planning, 5) forecasting, 6) creative thinking, 7) idea evaluation, 8) wisdom, and 9) sensemaking/visioning. Individual and situational contingencies shaping effective application of these thinking skills is discussed. In addition, the implications of findings bearing on leader thinking skills for leader assessment and leader development are considered.     

Information systems and managerial decision making

The role of an information system is to support managerial decision processes. Some of these processes can be completely specified in advance and, as long as the specification remains acceptable to management, resolution can be done automatically, within the framework of the information system. However, in other cases, managers are involved in all stages of the decision process, which cannot be completely specified in advance. The task of the information system in these cases is to provide information to the managers engaged in making the decisions. This paper considers these problems from the point of view of the information system designer and makes recommendations about design and implementation.     

Designing systems for job satisfaction

This article puts forward the proposition that the present philosophy associated with the design of computer systems is too technically orientated. Human needs are not sufficiently catered for and the attainment of motivational objectives such as an increase in job satisfaction is not seen as part of the systems designers function. A more humanistic approach is required in which the human part of any man-computer system is specifically designed so as to improve the quality of working life of those people interacting with the system.