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Teams with shared leadership arrangements are ubiquitous in twenty-first century organizations. Although transitions in leadership are a common and key feature of such teams, there is little insight into how and when leadership arrangements transition over time. Bridging the shared leadership and team adaptation literatures, we present a model of Leadership Transitions in Teams to describe the adaptive process through which teams intentionally modify the existing leadership arrangement. The basic assumption underlying this model is that leadership transitions occur when there is a mismatch between the team's needs and its current leadership arrangement. Such a mismatch results from an anticipated or observed change. If it is anticipated, team members can democratically discuss and try out a new leadership arrangement, preventing mismatch and thus lowered team effectiveness. In contrast, if the mismatch has already occurred, teams are more likely to adopt a less democratic process-either a coalition-based or intervening-based process-to change the leadership arrangement in their team to counteract faltering team effectiveness. We propose that the ways in which leadership transition episodes can unfold and relate to team effectiveness will depend on the type (determined by the timing of the leadership transition episode in relation to the change), approach (determined by the extent to which there is consensus on if and how to change the leadership transition episode), and boundary conditions of leadership transition episodes. We advance an agenda for research on leadership transitions in teams and outline practical implications for teams with shared leadership structures.

Teams with shared leadership arrangements are ubiquitous in twenty-first century organizations. Although transitions in leadership are a common and key feature of such teams, there is little insight into how and when leadership arrangements transition over time. Bridging the shared leadership and team adaptation literatures, we present a model of Leadership Transitions in Teams to describe the adaptive process through which teams intentionally modify the existing leadership arrangement. The basic assumption underlying this model is that leadership transitions occur when there is a mismatch between the team's needs and its current leadership arrangement. Such a mismatch results from an anticipated or observed change. If it is anticipated, team members can democratically discuss and try out a new leadership arrangement, preventing mismatch and thus lowered team effectiveness. In contrast, if the mismatch has already occurred, teams are more likely to adopt a less democratic process-either a coalition-based or intervening-based process-to change the leadership arrangement in their team to counteract faltering team effectiveness. We propose that the ways in which leadership transition episodes can unfold and relate to team effectiveness will depend on the type (determined by the timing of the leadership transition episode in relation to the change), approach (determined by the extent to which there is consensus on if and how to change the leadership transition episode), and boundary conditions of leadership transition episodes. We advance an agenda for research on leadership transitions in teams and outline practical implications for teams with shared leadership structures.

Military weapon systems are often built using embedded, non-IP (Internet Protocol) based computer systems that are not regularly updated and patched due to their isolation. As adversaries expand their capability to exploit and penetrate these systems, we must be able to verify they are not susceptible to cyber-attack. Currently, cyber red teams are employed to assess the security of systems and networks in isolated environments, however, this method can be costly and time-consuming, and the availability of red teams is limited. To address this need and resource shortfall, we have developed the Cyber Automated Red Team Tool (CARTT) that leverages open source software and methods to discover, identify, and conduct a vulnerability scan on a computer system's software. The results of the vulnerability scan offer possible mitigation strategies to lower the risk from potential cyber-attacks without the need for a dedicated cyber red team operating on the target host or network.

Proceedings of the 53rd Hawaii International Conference on System Sciences | 2020 ; The article of record as published may be found at https://doi.org/10.24251/HICSS.2020.820 ; Military weapon systems are often built using embedded, non-IP (Internet Protocol) based computer systems that are not regularly updated and patched due to their isolation. As adversaries expand their capability to exploit and penetrate these systems, we must be able to verify they are not susceptible to cyber-attack. Currently, cyber red teams are employed to assess the security of systems and networks in isolated environments, however, this method can be costly and time-consuming, and the availability of red teams is limited. To +ress this need and resource shortfall, we have developed the Cyber Automated Red Team Tool (CARTT) that leverages open source software and methods to discover, identify, and conduct a vulnerability scan on a computer system's software. The results of the vulnerability scan offer possible mitigation strategies to lower the risk from potential cyber-attacks without the need for a dedicated cyber red team operating on the target host or network.

If World War I has interested historians of the United States considerably less than other major wars, it is also true that children rank among the most neglected actors in the literature that exists on the topic. This essay challenges this limited understanding of the roles children and adolescents played in this transformative period by highlighting their importance in three different realms. It shows how childhood emerged as a contested resource in prewar debates over militarist versus pacifist education; examines the affective power of images of children—American as well as foreign—in U.S. wartime propaganda; and maps various social arenas in which the young engaged with the war on their own account. While constructions of childhood and youth as universally valid physical and developmental categories gained greater currency in the early twentieth century, investigations of young people in wartime reveal how much the realities of childhood and youth differed according to gender, class, race, region, and age. ; Peer Reviewed

In den Lehrveranstaltungen der Modulgruppe "Inklusive Bildung" befassen sich die Studierenden mit ihren eigenen – oftmals unbewussten – Gedanken und Erfahrungen mit Heterogenität, setzen sich mit Theorien, Dokumenten und Modellen der Inklusion als rechtliche, bildungspolitische und soziale Aufgabe auseinander und verstehen Inklusion als alltägliche Praxis in der Schule und im Unterricht. Am Beispiel von Ritualen im Zyklus 1 werden in diesem Beitrag Aspekte des Studiums der inklusiven Bildung zukünftiger Generalistinnen und Generalisten für eine inklusive Schule beschrieben und erörtert. Die bildenden Aspekte von Inklusion werden zu Beginn dieses Beitrags präsentiert und die Relevanz der persönlichen Haltung für die tägliche Verwirklichung erlebter Inklusion wird betont. Die theoretischen und bildungspolitischen Themen werden im Anschluss daran skizziert. Die Gestaltung eines inklusiven Alltags durch Lern- und Kooperationsformen wird beschrieben und die Einbettung inklusiver Bildung im Studiengang "Kindergarten/Unterstufe" schliesst diesen Text ab. (DIPF/Orig.)

European Journal of Political Economy 14 (1998) 101-114. doi:10.1016/S0176-2680(97)00042-6 ; Received by publisher: 1996-04-01 ; Harvest Date: 2016-01-04 12:21:47 ; DOI:10.1016/S0176-2680(97)00042-6 ; Page Range: 101-114

Adaptation is of paramount importance in an ever-changing world. Work teams need to able to collect overcome the hurdles of changing environments and stressful situations if they want to succeed. Arguably no place is this truer than in war, and as such, it's in the best interests of military organisations to train their leaders into being adaptable and resilient in the face of unpredictable life-and-death situations. This study follows the IMOI model of Marks, Mathieu and Zaccaro (2001) and aims to compare work teams led by military Veterans and non-military Veterans, to assert if those led by the former are better at keeping a high level of team work engagement, developing better problem solving competencies, and adapting to stressful situations and, as a result, be more effective. The data was collected through an online survey questionnaire with a sample of 49 teams (49 leaders and 169 subordinates), six of which were led by Veterans, mostly of a consulting context. None of the proposed hypotheses were postulated, and no statistical significance was found in the mediation, moderation and moderated mediation models used to test the relationships between the variables. ; A Adaptação é de extrema importância num mundo em mudança contante. As equipas de trabalho necessitam de estar aptas a ultrapassar as barreiras colocadas por ambientes em constante mudança e situações stress se quiserem suceder. Não há mais nenhum lugar em que talvez isto seja mais verdade do que na guerra e, como tal, está no interesse nas organizações militares treinar os seus para serem adaptáveis e resilientes perante situações imprevisíveis de vida ou de morte. Este estude segue o modelo IMOI de Marks, Mathieu e Zaccaro (2001) e procura comparar equipas de trabalho lideradas por Gestores ex-militares e Gestores sem esta experiência para auferir se os primeiros conseguem manter níveis mais elevados de Team Work Engagement, desenvolver melhores competências de resolução de problemas, adaptar-se a situações e de stress e, como consequências, serem mais eficientes. Os dados foram recolhidos através de um inquérito por questionário online de 49 equipas (49 líderes e 169 subordinados), seis das quais eram lideradas por ex-Militares, a maioria das quais em contexto de consultadoria. Nenhuma das hipóteses propostas foram verificadas e não foi encontrada significância estatística nos modelos de mediação, moderação de mediação moderada usados para testar a relação entre as variáveis.

Shipping list no.: 2009-0376-P. ; Includes bibliographical references and index. ; Mode of access: Internet.

"January 1999." ; Shipping list no.: 99-0160-P. ; Cover title. ; Mode of access: Internet.

Shipping list no.: 2009-0437-P. ; "Rev. ed. for BOLC I: Army ROTC." ; Includes bibliographical references and index. ; Mode of access: Internet.

An Operator's Guide to Human Terrain Teams focuses on the use of Human Terrain Teams in Afghanistan. The Human Terrain System is an innovative military intelligence support program used by the US Army that employs civilian social scientists with backgrounds in linguistics, anthropology, sociology, and regional studies to provide military commanders with clearer insights into the local population and culture in the regions in which they are deployed. ; https://digital-commons.usnwc.edu/ciwag-case-studies/1002/thumbnail.jpg

This research assessed how the performance and team skills of three-person teams working with an Intelligent Team Tutoring System (ITTS) on a virtual military surveillance task were affected by feedback privacy, participant role, task experience, prior team experience, and teammate familiarity. Previous work in Intelligent Tutoring Systems (ITSs) has focused on outcomes for task skill training for individual learners. As research extends into intelligent tutoring for teams, both task skills and team skills are necessary for good team performance. This work includes a brief review of previous research on ITTSs, feedback, teams, and teamwork, including the recounting of two categories of a framework of teamwork performance, Communication and Cognition, which are relevant to the present study. This research examines the effects of an intelligent agent, as well as features of the team, its members, and the task being undertaken, on team communication (measured by relevant key-presses) and team situation awareness (as measured by scores on a quiz). Thirty-seven teams of three participants, each at their own computer running a multiplayer surveillance simulation, were given just-in-time private (individually delivered) or public (team-delivered) performance feedback during four 5-min trials. In the fourth trial, two of the three participants switched roles. Feedback type, teamwork experience, and teammate familiarity had no statistically significant effect on communication or team situation awareness. However, higher levels of role experience and task experience showed significant and medium-sized effects on communication performance. Results, based on performance data and structured interview responses, also revealed areas of improvement in future feedback design and a potential benchmark for feedback frequency in an action-oriented serious game-based ITTS. Among the conclusions are six design objectives for future ITTSs, establishing a foundation for future research on designing effective ITTSs that train ...

Practical drift is defined as the unintentional adaptation of routine behaviors from written procedure. The occurrence of practical drift can result in catastrophic disaster in high-reliability organizations (e.g. the military, emergency medicine, space exploration). Given the lack of empirical research on practical drift, this research sought to develop a better understanding by investigating ways to assess and stop the process in high-reliability organizations. An introductory literature review was conducted to investigate the variables that play a role in the occurrence of practical drift in teams. Research was guided by the input-throughput-output model of team adaptation posed by Burke, Stagl, Salas, Pierce, and Kendall (2006). It demonstrates relationships supported by the results of the literature review and the Burke and colleagues (2006) model denoting potential indicators of practical drift in teams. Research centralized on the core processes and emergent states of the adaptive cycle; namely, shared mental models, team situation awareness, and coordination. The resulting model shows the relationship of procedure—practice coupling demands misfit and maladaptive violations of procedure being mediated by shared mental models, team situation awareness, and coordination. Shared mental models also lead to team situation awareness, and both depict a mutual, positive relationship with coordination. The cycle restarts when an error caused by maladaptive violations of procedure creates a greater misfit between procedural demands and practical demands. This movement toward a theory of practical drift in teams provides a conceptual framework and testable propositions for future research to build from, giving practical avenues to predict and prevent accidents resulting from drift in high-reliability organizations. Suggestions for future research are also discussed, including possible directions to explore. By examining the relationships reflected in the new model, steps can be taken to counteract organizational failures in the process of practical drift in teams. ; 2014-05-01 ; B.S. ; Sciences, Dept. of Psychology ; Bachelors ; This record was generated from author submitted information.

A number of projects have failed in software industry due to exceeding budget and schedule. The main reason for most project failure is poor performance of their development team, in which the team performance is affected by a number of factors.The main objective of this study is to identify the factors that have significant effect on the performance of the software development team.A set of questionnaire has been distributed to a sample of software developers in telecommunication industries in Iraq and Kurdistan Region Government (KRG) using stratified sampling technique.The analysis of the data was carried out using Structural Equation Modeling (SEM) to examine the relationship between the identified factors and the performance on software development team.The results prove that coordination of expertise; communication and mutual support positively affect the performance of software development team.