Mémoire numérisé par la Direction des bibliothèques de l'Université de Montréal.

Wet Bulb Globe Temperature (WBGT) is used to assess categorical heat stress risk factors for individuals working in outdoor environments and to provide guidelines for work/rest ratios and water intake. The variables required to compute WBGT are used by meteorologists for many purposes and are available through the Copernicus Program which was implemented by European Centre for Medium-Range Weather Forecasts (ECMWF) to provide users access to ECMWF Re-Analysis (ERA) historical database. WBGT values for Tennessee during National Weather Service (NWS) issued excessive heat warnings were calculated to determine the need for additional advisories based on WBGT guidelines. Monthly average WBGT values suggest work/rest ratio thresholds were exceeded in areas with no active heat warnings during the same time. Site assessment for an improved weather station infrastructure was conducted to determine favorability for placement of additional instrumentation to benefit forecasters and general public with greater data availability on a temporal scale.

Thesis advisor: Thomas F. Mulvoy / The Boston Globe has had an unfair reputation as an anti-Catholic newspaper since the 1970s, but the claim surfaced with new vigor in response to the newspaper's coverage of the sex abuse scandal in the Catholic Church in 2002. The accusations stems from three misconceptions: (1) that the Globe is a remnant of Protestant power in Boston; (2) that the Globe seeks to antagonize the Catholic Church with its liberal social positions; and (3) that the Globe intentionally sensationalized its coverage in 2002 and essentially mounted a media attack on a defenseless archdiocese. The idea that the Globe holds a longstanding gripe against the Catholic Church is completely false. Through a historical account of anti-Catholicism and journalism in Boston and an analysis of the Globe's 2002 coverage, this work shows that (1) the Globe was the first Boston paper to appeal to the interests of the Irish Catholic population and has maintained a consistent policy of fairness since the 1870s; (2) the Globe's liberal editorial stances are formed without consideration for Church positions; and (3) the coverage of the sex abuse scandal in 2002 was the product of fair and balanced reporting, with the antagonism originating from the archdiocese. / Thesis (BA) — Boston College, 2004. / Submitted to: Boston College. College of Arts and Sciences. / Discipline: College Honors Program.

With a triple-bottom-line lens on sustainability, this study examines the effects of culture on companies' economic, social, and environmental sustainability practices. Drawing on institutional theory and project GLOBE, we delineate cultural practices dimensions that consistently predict sustainability practices related to each of the three domains. Based on a sample of 1924 companies in 36 countries and nine cultural clusters, we find that future orientation, gender egalitarianism, uncertainty avoidance, and power distance practices positively, and performance orientation practices negatively, predict corporate sustainability practices. Further, our findings suggest that these effects might vary according to the country vis-à-vis cluster level of analysis.

National cultures play a critical role in effective leadership and organisational success in international businesses. Contemporary organisations are therefore challenged by cross-cultural leadership needs to address increasing diversity. In the past decades, there has been a growing interest in studies of non-Western leadership. Recent papers have focused particularly on leadership in the Asia-Pacific region. This paper compares leadership in China and New Zealand, based on the data collected by using the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) project leadership questionnaire. In addition, the paper reviews the main findings of previous research in order to investigate the similarities and differences in preferred leadership behaviours/characteristics in both cultures, while attempting to examine the consistency of current findings against the previous GLOBE studies. Significant differences of leadership behaviours between China and New Zealand have been identified. This paper generally supports the findings of previous GLOBE studies that charismatic/value-based leadership is the universally contributing factor towards outstanding leadership and self-protective leadership is the universally negative factor against leadership excellence. Findings in this paper may contribute to further understanding of leadership practice in these two countries. Future research should be undertaken to examine the effects of cultural differences on organisational practice by a more comprehensive research method.

Exploring the leadership of New Zealand’s diverse cultural groups is of great importance in providing effective leadership. New Zealand’s population is diverse and rapidly changing (Statistics New Zealand, 2004b), resulting in leader-follower relationships increasingly being enacted in the cross-cultural context. As research suggests, cultural variations of leadership exist (Brodbeck et al., 2000; House, Hanges, Javidan, Dorfman, & Gupta, 2004), and inappropriate leadership could stifle the leadership process (Lord & Maher, 1993), it may be especially important to recognise cultural difference in leadership. Well-respected leadership theorists suggest that leadership behaviour is both culturally similar and different (Brodbeck et al., 2000; House et al., 2004), with distinct prototypes of leadership existing in each culture. Followers will only be influenced by leaders’ behaviour which they recognise from that prototype (Lord & Maher, 1993). To be effective, leaders’ behaviour must match followers’ culturally contingent leadership expectation (Popper & Druyan, 2001). New Zealand research supports this theory, confirming the existence of culturally unique leadership behaviour domestically (Ah Chong & Thomas, 1997; Love, 1991a). If the leadership expectations of New Zealand’s diverse cultural groups are not recognised, the result will be ineffective leadership for significant groups. This study investigates perceptions of outstanding Maori and Pakeha leaders by culturally similar followers. In doing so, it examines the unique Maori and Pakeha leadership prototypes, exploring their similarities and differences. In addition, it considers ways in which this course of research could impact on effective leadership in New Zealand. A multi-method approach was taken by this study in exploring perceived Maori and Pakeha leadership. The GLOBE (Global Leadership and Organizational Behavior Effectiveness) survey was employed as this study’s quantitative component. The GLOBE is currently cross-cultural leadership’s fore-running research programme, investigating culture’s impact on leadership processes in 62 cultures, with the aim of developing a truly cross-cultural leadership theory. Close iwi consultation with Te Atiawa and Maori academics was employed as this study’s qualitative component. This study’s findings suggest similarities and differences in how Maori and Pakeha followers perceived the outstanding leadership behaviour of culturally similar leaders. Broadly, they suggest that outstanding Maori leaders were perceived as exhibiting a greater degree of humane-orientated and self-protective behaviour. In some instances, outstanding Maori leaders were also perceived as exhibiting a greater degree of charismatic/value-based and team-orientated behaviour, although in some cases this was perceived as similar for outstanding Maori and Pakeha leaders. Participative and autonomous leadership behaviour was perceived as making a similar contribution to outstanding Maori and Pakeha leadership. This study’s findings support previous research which suggests culturally unique leadership prototypes. It offers insight into Maori leadership (as perceived by Maori followers) and provides a rough sketch-map of homogeneous and heterogeneous aspects of Maori and Pakeha leaders’ perceived behaviour.

Thesis (Ph. D.)--University of North Carolina at Greensboro, 2006. / Title from PDF title page screen. Advisor: Russ McDonald; submitted to the Dept. of English. Includes bibliographical references (p. 394-433).

This article looks at the effect of culture on female labor force participation. Proxies of culture used are Globe cultural social practice dimensions, and Hofstede cultural dimensions. This article finds that globe cultural dimensions have a stronger explantory value that Hofstede cultural dimensions. It confirms that gender eglaitarianism is a predictor of female labor force participation. It also suggests that assertiveness and uncertainty avoidance are also predictors of female labor force participation.

As globalization is proceeding, it is more and more important to understand effective leadership also in terms of cultural dimensions. This new challenge in the business world has not been approached by scientists in a satisfactory way so far and was the main reason for the conduction of this study. The aim of this research is to investigate how effective leadership varies between cultures and to state the crucial differences of leadership effectiveness among Sweden, England, France and Germany. To be able to figure out these differences a research team out of four students and one professor designed a questionnaire which was sent out to employees in the four studied countries. In this questionnaire the subordinates had to assess different behaviours and skills of their direct leader. The different questions belong to a list of predetermined topic groups which were planned to be used afterwards to set the results into connection with existing theories. The results of this multinational survey offer a general picture about the differences among the average leaders in the four cultures. To be able to make statements about the different importance of leader attributes for effective performance, a statistical evaluation is made. After given the reader a general idea about the gathered data and its composition, the adequateness of the combinations inside the topic groups are revised and some additional topic groups are build up. The findings of the study are used to discuss and challenge McClelland’s Research on Managerial Motivation and to figure out the different relevance of Katz’ three skill dimensions for each national culture. The difference emphasis of task-, relations- and change oriented behaviour in relation to effective leadership as well as the importance of charismatic leadership for effectiveness is exposed and distinguished for every country. Hofstede’s theory of five cultural dimensions is used to provide the necessary explanation for the cultural differences regarding the different theoretical dimensions. As an additional theory the GLOBE Project is introduced. Unfortunately, the results of this project were not available on time, so that they could not be compared to the results of the study. The conclusion at the end of the paper summarizes the general outcome of the thesis and points out the found cultural differences of effective leadership in the four cultures. Charisma and Human skills were found to be important for effective leadership in all countries. However, for effective German leaders it is concluded to possess more technical skills as in the other cultures and to have a higher need of achievement. Controlling employees is much more important in Germany than anywhere else. In England the need of achievement is also higher than in France and Sweden. Effective French leaders have the strongest socialized power orientation. For Sweden no big difference to the others countries could be found. Effective Swedish manager mostly possess a good mixture of the different skills, needs and behaviours suggested in the theory, but were not outstanding significantly in one dimension in comparison to the other three countries. In total, a high concern for relations is concluded for them.

<p>As globalization is proceeding, it is more and more important to understand effective leadership also in terms of cultural dimensions. This new challenge in the business world has not been approached by scientists in a satisfactory way so far and was the main reason for the conduction of this study.</p><p>The aim of this research is to investigate how effective leadership varies between cultures and to state the crucial differences of leadership effectiveness among Sweden, England, France and Germany.</p><p>To be able to figure out these differences a research team out of four students and one professor designed a questionnaire which was sent out to employees in the four studied countries. In this questionnaire the subordinates had to assess different behaviours and skills of their direct leader. The different questions belong to a list of predetermined topic groups which were planned to be used afterwards to set the results into connection with existing theories.</p><p>The results of this multinational survey offer a general picture about the differences among the average leaders in the four cultures. To be able to make statements about the different importance of leader attributes for effective performance, a statistical evaluation is made. After given the reader a general idea about the gathered data and its composition, the adequateness of the combinations inside the topic groups are revised and some additional topic groups are build up.</p><p>The findings of the study are used to discuss and challenge McClelland’s Research on Managerial Motivation and to figure out the different relevance of Katz’ three skill dimensions for each national culture. The difference emphasis of task-, relations- and change oriented behaviour in relation to effective leadership as well as the importance of charismatic leadership for effectiveness is exposed and distinguished for every country. Hofstede’s theory of five cultural dimensions is used to provide the necessary explanation for the cultural differences regarding the different theoretical dimensions.</p><p>As an additional theory the GLOBE Project is introduced. Unfortunately, the results of this project were not available on time, so that they could not be compared to the results of the study.</p><p>The conclusion at the end of the paper summarizes the general outcome of the thesis and points out the found cultural differences of effective leadership in the four cultures. Charisma and Human skills were found to be important for effective leadership in all countries. However, for effective German leaders it is concluded to possess more technical skills as in the other cultures and to have a higher need of achievement. Controlling employees is much more important in Germany than anywhere else. In England the need of achievement is also higher than in France and Sweden. Effective French leaders have the strongest socialized power orientation. For Sweden no big difference to the others countries could be found. Effective Swedish manager mostly possess a good mixture of the different skills, needs and behaviours suggested in the theory, but were not outstanding significantly in one dimension in comparison to the other three countries. In total, a high concern for relations is concluded for them.</p>