New Analysis Indicates No Thermal Inversion in the Atmosphere of HD 209458b

An important focus of exoplanet research is the determination of the atmospheric temperature structure of strongly irradiated gas giant planets, or hot Jupiters. HD 209458b is the prototypical exoplanet for atmospheric thermal inversions, but this assertion does not take into account recently obtained data or newer data reduction techniques. We re-examine this claim by investigating all publicly available Spitzer Space Telescope secondary-eclipse photometric data of HD 209458b and performing a self-consistent analysis. We employ data reduction techniques that minimize stellar centroid variations, apply sophisticated models to known Spitzer systematics, and account for time-correlated noise in the data. We derive new secondary-eclipse depths of 0.119 +/- 0.007%, 0.123 +/- 0.006%, 0.134 +/- 0.035%, and 0.215 +/- 0.008% in the 3.6, 4.5, 5.8, and 8.0 micron bandpasses, respectively. We feed these results into a Bayesian atmospheric retrieval analysis and determine that it is unnecessary to invoke a thermal inversion to explain our secondary-eclipse depths. The data are well-fitted by a temperature model that decreases monotonically between pressure levels of 1 and 0.01 bars. We conclude that there is no evidence for a thermal inversion in the atmosphere of HD 209458b.Comment: 8 pages, 5 figures; accepted for publication in Ap

7th International Business Research Conference

Taylorism, targets and technology form a potent mix in call centres where groups of individuals are asked to perform as “teams”. In this paper we explore how ‘task’ oriented concepts interact with the ‘interpersonal relationship’ realm in an environment where group life dominates the notional foundation of a call centre’s organisational structure. Tuckman’s four stage model of sequential group development serves as the theoretical lens through which the role ‘teams’ play in the working environment of a large call centre is examined. Our analysis of structured interviews conducted in an outbound, financial services call centre in the southern United States reveals the mechanisms by which agents have interpreted their ‘team charter’ to focus on individual achievement of increased remuneration levels. The interplay between these variables indicate that reward mechanisms associated with simple Taylorist targets, imposed on the entry level call centre agents, mitigate against meaningful group development. The advancement through promotion based on individual performance to more challenging, less target based work, is in sharp contrast to their initial training period where ‘team building’ is an essential ingredient of skills acquisition

Taylorism, targets, technology and teams - compatible concepts? Evidence from a US call centre

Taylorism, targets and technology form a potent mix in call centres where groups of individuals are asked to perform as “teams”. In this paper we explore how ‘task’ oriented concepts interact with the ‘interpersonal relationship’ realm in an environment where group life dominates the notional foundation of a call centre’s organisational structure. Tuckman’s four stage model of sequential group development serves as the theoretical lens through which the role ‘teams’ play in the working environment of a large call centre is examined.Our analysis of structured interviews conducted in an outbound, financial services call centre in the southern United States reveals the mechanisms by which agents have interpreted their ‘team charter’ to focus on individual achievement of increased remuneration levels. The interplay between these variables indicate that reward mechanisms associated with simple Taylorist targets, imposed on the entry level call centre agents, mitigate against meaningful group development. The advancement through promotion based on individual performance to more challenging, less target based work, is in sharp contrast to their initial training period where ‘team building’ is an essential ingredient of skills acquisition

Authentic leadership: 20-year review editorial

Our field has reached a critical juncture. Authentic leadership, which once promised to illuminate how leaders inspire and influence through genuine actions, has become mired in conceptual ambiguity and ideological bias. Much of the research is based on evaluations of behaviour conflated with antecedents and outcomes, presuming an oversimplified, positive view of authenticity. To advance, we must refocus on what authentic leaders actually do – their discrete behaviours – as signals of leadership. In this editorial, we redefine authentic leadership through signalling theory to address unresolved critiques and provide a platform for meaningful progress. We then summarise and synthesise the articles in this special issue, which systematically review the literature, present dynamic models of authenticity, introduce ‘bounded authenticity’ in leadership roles, advocate for rigorous experimental methods, and offer empirical support. Collectively, these papers advance authentic leadership theory with greater theoretical precision and a conceptual nuance that reflects the modern organisational leadership landscape

Experts' Judgments of Management Journal Quality:An Identity Concerns Model

Many lists that purport to gauge the quality of journals in management and organization studies (MOS) are based on the judgments of experts in the field. This article develops an identity concerns model (ICM) that suggests that such judgments are likely to be shaped by the personal and social identities of evaluators. The model was tested in a study in which 168 editorial board members rated 44 MOS journals. In line with the ICM, respondents rated journal quality more highly to the extent that a given journal reflected their personal concerns (associated with having published more articles in that journal) and the concerns of a relevant ingroup (associated with membership of the journal’s editorial board or a particular disciplinary or geographical background). However, judges’ ratings of journals in which they had published were more favorable when those journals had a low-quality reputation, and their ratings of journals that reflected their geographical and disciplinary affiliations were more favorable when those journals had a high-quality reputation. The findings are thus consistent with the view that identity concerns come to the fore in journal ratings when there is either a need to protect against personal identity threat or a meaningful opportunity to promote social identity

Even nectar is poisonous in excess:The impact of leader humility on pride, entitlement, and organizational citizenship behavior

Studies on the effect of leader humility generally portray leader humility as beneficial, whereas a minority of studies recognize potential negative influences. This is probably most clearly the case in the study of organizational citizenship behavior (OCB) for which both positive and negative relationships with leader humility have been established. We advance the analysis of the leader humility—OCB relationship by proposing that leader humility has diminishing returns, such that its effects are positive at lower levels but at higher levels turn negative. We argue that high levels of leader humility boost followers’ views of themselves, as expressed in higher levels of pride, which gives rise to psychological entitlement. Such entitlement in turn reduces OCB. This suggests a model in which leader humility has a curvilinear, increasing returns, relationship with follower entitlement, mediated by follower pride, that in turn mediates a curvilinear, decreasing returns, relationship with OCB. Results of a multiwave, multisource survey supported these predictions

The use of experimental designs to examine causality in authentic leadership: A scoping review

Authentic leadership studies are often criticised for the limited use of causally defined research designs. To advance scholarship is this area, this article presents a scoping review on the use of experimental designs to examine causality in authentic leadership. Eleven publications were identified, which presented 16 experiments that met the inclusion criteria. Generally, these experiments tested authentic leadership as an antecedent; were conducted online; used a one-factor design; involved large samples, typically of working adults or residents; involved a manipulation check; involved the use of written vignettes to manipulate levels of authentic leadership; included counterfactual conditions; culminated with outcomes pertaining to followers; and established the causal effects of authentic leadership on the outcome(s) of interest. These findings suggest the value of: written vignettes; multi-method approaches; and online experiments. They also highlight opportunities to advance authentic leadership research through the use of sequential experiments and immersive technologies

Leader development for adolescent girls:State of the field and a framework for moving forward

For most leaders, their first exposure to formal leader development training occurs in adolescence, through school, extra-curricular activities, or youth leader development programs. As with many adolescent experiences, the processes and challenges of leader development are different for girls than they are for boys. With increasing calls to address gender inequity worldwide, adolescent girls' leader development has become an important cross-disciplinary research topic. Though the literature on developing adolescent girls has grown substantially, it is fragmented across disciplines, with a lack of integration and theoretical framing hindering our advancement in knowledge. Therefore, there is a critical need for a comprehensive review article to guide scholars to build an integrated knowledge of how leader development occurs for adolescent girls. We searched for literature relevant to leader and leadership development designed for adolescent girls and reviewed a total of 108 academic papers (2000–2019). We identify and critique five themes in this literature that hold important implications for the leader development of adolescent girls. To advance knowledge, we offer social cognitive theory as a theoretical frame to understand adolescent girls' leader development and provide guidance on future research. Finally, we offer insights on how the processes and practices of adolescent girls' leader development could inform adult leader development