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This study tested the hypothesis that extracellular matrix accumulation in tPA-/-/MMP-9-/- [double-knockout (DKO)] may be protective against left ventricular (LV) remodeling and dysfunction following transverse aortic constriction (TAC)-induced hypertrophic cardiomyopathy in mice. Wild-type C57BL/6 mice (n = 20) were equally categorized into sham-control (SC1) and TAC1. Similarly, DKO mice (n = 20) were equally divided into two groups (i.e., SC2 and ATC2). By days 28/60 after TAC, LV ejection fraction (LVEF) was significantly higher in TAC2 than TAC1, whereas LV end-systolic/diastolic dimensions displayed an opposite pattern to LVEF between the two groups (all P < 0.05). By day 90, LVEF was significantly higher in SC groups than that in TAC1 and TAC2 without notable difference between the latter two groups, whereas LV end-systolic/diastolic dimensions, cardiomyocyte size and right-ventricular systolic pressure showed an opposite pattern compared with LVEF in all groups (all P < 0.01). Total heart weight was highest in TAC1 and significantly higher in TAC2 than those in the SC groups (P < 0.01). LV myocardial protein expressions of inflammation (TNF-α/NF-κβ), apoptosis (mitochondrial-Bax/cleaved caspase-3/PARP), oxidative stress (NOX-1/NOX-2/oxidized protein), fibrosis (Smad3/TGF-β), DNA/mitochondrial damage (γ-H2AX/cytosolic-cytochrome-C) and LV hypertrophy/pressure-overload (β-MHC/BNP) biomarkers were significantly increased in TAC2 compared to TAC1 and SC groups, and significantly increased in TAC1 compared to SC groups (all P < 0.001). Histopathology demonstrated that the fibrotic/collagen-deposition areas and sarcomere length exhibited an identical pattern to inflammation among the four groups (all P < 0.0001). In conclusion, although tPA-/-/MMP-9-/- seemed to preserve cardiac function in an experimental setting of hypertrophic cardiomyopathy at an early stage, it failed to exert long-term protective effect.

Purpose The purpose of this paper is to propose a model of effective managerial leadership that incorporates the motivation of leaders to lead, their leadership behaviours and their reflective and learning ability (integrator). This model seeks to provide a more complete picture on the factors that contribute to effective leadership. Drawing on Quinn’s (1984) competing values framework and Vilkinas and Cartan’s (2001) integrated competing values framework, this study addresses the question of what motivates leaders to engage in effective leadership behaviours. Design/methodology/approach The current study examines the effects of motivation to lead (MTL), the integrator and behavioural repertoire on leadership effectiveness of 439 managers. Data were gathered in an online questionnaire using the online survey tool “Survey Monkey”. Findings Results show that the integrator (Vilkinas and Cartan, 2001) and the behavioural repertoire (Hooijberg, 1996) are significant predictors of leadership effectiveness. Affective identity and social-normative motivations to lead are strong predictors of leadership effectiveness, while non-calculative is a weaker predictor. Research limitations/implications The study is limited by the use of self-perceptions. Future research could broaden the current results by including perceptions of work colleagues. Practical implications The results have implications for human resource managers as regards selecting and developing leaders. Originality/value This study is the first to examine the ways in which the integrator, behavioural repertoire and MTL predict leadership effectiveness.

Purpose– The purpose of this paper is to study gender-based differences in information-processing impact on message perception, leading to women viewing the behavior of potentially toxic leaders more negatively than they are viewed by men.Design/methodology/approach– In total, 381 participants completed a series of measures of cue recognition items, collusion and conformity pertaining to a hypothetical toxic leadership scenario.Findings– Results indicated that women perceived the toxic leader more negatively than men, elaborating more on negative message connotations, while men emphasized positives. Likewise, men recorded higher scores on their tendency to collude with the toxic leader compared to women. Evidence was also found that participants were more attuned to negative messages and behavior from a leader of the same gender.Research limitations/implications– The Anglo-Celtic dominance of the sample is identified as a potential limitation. Further research exploring how not only gender, but age and cultural differences impact on how leaders are perceived is also proposed.Practical implications– From a management standpoint understanding that men and women process information differently has worth in assisting in organizations more effectively structuring their intra-organizational communications. Gender-specific communications may help to offset perceptions of negativity toward leaders.Originality/value– This study is the first to consider how gender-based information-processing differences may influence whether a leader is perceived as toxic by male and female followers. It also suggests that gender interaction effects may be critical when considering how leaders, particularly toxic leaders, are viewed by employees.

There is little doubt that effective leadership is considered essential to the functioning of any organisation. However, many of us still seem to struggle with what a leader is specifically required to do to be effective. Leaders often have their attention dispersed over a range of both strategic and operational imperatives. Leaders of organisations therefore need to have the capacity to focus on and address multiple divergent issues simultaneously. They must have a grasp of both the human and the functional or technical side of the organisation. They need to think in the moment, as well as the future. They need to consider both the internal and the external environment of the organisation, the culture, the climate. Still, despite these complexities, leadership is perfectly simple and yet obviously also incredibly complicated. In essence it is about the application of power to influence others, in order to achieve the desired goals and outcomes of the organisation. Thus, a leader’s skills, and how they approach this task, are vital. For the leader of a sport organisation, the basic tenet of the role is no different. Sport is the context, and may slightly influence approaches, but ultimately the central components of leadership are universal. This chapter focuses on the concept of leadership at the broader level, specifically how some of the major contemporary leadership theories pertain to sport organisations. Refereed/Peer-reviewed

The rise of the 'university as business' has been well documented. Institutions of higher education across the world are operating under a business imperative. Some universities now have CEO's, rather than Chancellors. Collegiality at the institutional level appears to largely be dead. Rather than Universities across the globe working together to educate a skilled workforce and to further improve and disseminate knowledge, they compete with each other, they strive for higher and higher rankings in the prescribed 'league tables', they seek ever more prescriptive 'accreditations' to demonstrate their standing. Universities, in other words, are operating under a new paradigm, one that is based along managerialist lines and minimises the collegial self-management of the traditional university model (McNay, 2005). Academics and others in the sector are now a human resource, a tool to achieve corporate ends, diminished in their professional discretion and autonomy. Refereed/Peer-reviewed

Thesis (PhD(Business and Management))--University of South Australia, 2016. Includes bibliographical references (pages 269-310) This thesis proposes that this confluence of factors interact to negatively impact on how female leaders are perceived. To examine this proposition a three-stage mixed method approach was employed. Firstly, focus groups were conducted to generate pictures of attractive and unattractive archetypes to be used in the main study. Following this, stage two involved pre-testing the research instrument, including content and construct validity and reliability analysis. The third stage of the study was further divided into two parts: one with solely U.S. respondents and the second comparing the U.S sample with Japanese participants.

Globalisation has led to an increase in multicultural and diverse work forces. However,are such work forces more or less advantageous? Specifically, do followers view leaders from different cultures more or less positively? This paper examined how Japanese and American followers viewed their leaders, focussing on whether a bias existed for Japanese followers towards Western leaders, and whether this bias was exacerbated by whether the Western leader was physically attractive. Findings supported both hypotheses. Japanese followers viewed Western leaders more positively than their compatriots, and this was heightened when the Western leader was attractive. In contrast how U.S. followers viewed their leader did not change based on the culture of the leader.Implications and areas for further research are discussed Refereed/Peer-reviewed

Australian organisations are facing a range of potential labour market shortages.Issues such as an ageing population, combined with reductions in the number of younger workers in the domestic market, have resulted in an increased demand for a skilled migrant work force.Unfortunately, migrant employees are up to 33% more likely to leave their jobs than their local counterparts. Accordingly, it is crucial to understand how to retain migrant employees and reduce their higher turnover intentions. Using job embeddedness theory as a framework, this paper found that migrant employees who record lower levels on one factor of job embeddedness (on-the-job links)experienced lower turnover intentions compared with non-migrant employees. Practical implicationsare discussed.

The history of business is littered examples of serious mismanagement leading to the downfall of once promising or previously successful ventures. Such cases are typified by bad decision-making, sometimes by the kind of management tyrants who in the past 20 years have come to be known as ' toxic' leaders . Toxic leadership is more complex than a series of poor decisions by tyrannical leaders controlling downtrodden workforces. It requires supportive groups of followers and enablers who collude with them, or at least willingly conform to their wishes, even as the red flags of commercial and financial disaster are waving. It is the constant interaction of the leader, their followers and the business environment that creates the situation where the predictable outcome is the collapse of the organisation. It ca n be argued that, in certain situations, HR directors are best placed to initiate change in toxic situations.

The role that gender plays in contributing to effective leadership is still a critical area to understand. Women are still underrepresented in senior management and leadership positions throughout the world. Is this genuinely because women make less effective leaders, or is it more reflective of social norms and biases that result in women being tacitly denied leadership roles? Whilst attempts have been made to use gender role congruity theory to explain gender differences among leaders, such as in leadership style, the findings have been equivocal. Some studies have found gender differences consistent with gender role congruity, whilst others have found no notable differences in aspects of leadership based on gender. The current study explores how generational theory (Strauss & Howe, 1997) may help inform gender role congruity by recognising that what is considered a congruent gender role varies across generations. Specifically, the theory posits that generations follow a four generational type cycle, with differences in gender roles being closest during specific generational cohorts, referred to as "Nomads" (i.e., Generation X) and wider in others such as "Artists" or "Hero's" (notably Generation Y). This difference is distinct from life stage or age effects and remains consistent throughout the life course of that generation. Accordingly, we seek to identify if generational theory has conceptual potential to be used as framework to explain differences in the motivations-to-lead and leadership styles employed by leaders of different genders and generations (Boomers, Generation X and Generation Y/Millennial).