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Variability in abiotic and biotic factors during larval stages has profound impacts on fish recruitment. In Lake Michigan, where the composition of lower trophic levels has undergone considerable changes in the past decade, managers are concerned that fish recruitment could be negatively affected. We hypothesized that spatial variation in Lake Michigan larval fish density and growth can be explained by various environmental predictor variables. In July 2015, we sampled larval fish and zooplankton at 24 sites (distributed among eight transects) around Lake Michigan. We measured larval fish densities and estimated growth rates and diets of the two most abundant species: the Alewife Alosa pseudoharengus and Bloater Coregonus hoyi (prey fish that represented 89% and 4% of the total catch, respectively). Larval Alewife densities at a given site ranged from 0 to 42.57 larvae/100 m3, but no explanatory variables explained the variation. Alewife mean growth rate equaled 0.50 mm/d, and fish age and zooplankton density best explained growth variation across sites. Larval Bloater densities ranged from 0 to 1.16 larvae/100 m3, and mean growth rate was 0.21 mm/d. Across all sites, 67% of larval Alewife stomachs were empty, whereas only 16% of Bloater stomachs were empty. Larval fish growth rates observed in our study were at least 40% slower than those reported in previous decades for both Alewife and Bloater. Worsening prey environment for pelagic larvae, such as Alewife and Bloater, during the era of abundant dreissenid mussels could reduce the probability of strong year‐classes, which in turn may affect growth and survival of recreationally important salmonine predators.

No abstract

Pelagic-oriented alewife (Alosa pseudoharengus) and benthic-oriented round goby (Neogobius melanostomus) are two important prey fishes in the Laurentian Great Lakes. In 2015, we evaluated their seasonal total energy (TE) across nine Lake Michigan transects. Round goby contained at least 48% more kilojoules of TE than alewife of equal length during spring and summer. TE varied spatially for both species, but only large alewife exhibited a consistent pattern, with higher values along the eastern shoreline. Variation in TE was not explained by site-specific prey densities for either species. Round goby energy density (ED) was higher in Lake Michigan than in central Lake Erie, but comparable to other regions of the Great Lakes. Alewife ED in 2015 was similar to that in 2002–2004 in Lake Michigan, with the exception of November (small alewife ED was 21% higher) and April (large alewife ED was 30% lower). Despite oligotrophication, our study suggests that starvation of juvenile and adults has not been directly contributing to overall declining prey fish abundance, although future research should evaluate the potential for overwinter starvation.

<p>Transformational leadership is one of the most popular approaches to leadership today. These leaders stimulate and inspire followers to go above and beyond for their organisations with the hope that this will generate higher levels of performance, commitment, and satisfaction. While this can improve organisational performance, there is also a dark side. Transformational leaders can be narcissists who wield excessive power and can negatively impact organisations. I explore how this problem can be addressed by looking deeper into the origins of transformational leadership theory, which came from political science. The theory’s originator James MacGregor Burns believed in the value of inspiring leaders with compelling visions, but he also argued these leaders needed to be held accountable by followers using democratic mechanisms. So, why was this overlooked by those who introduced transformational leadership to management studies? I explore this by employing the framework of intellectual history to bring a critical historical perspective to the translation of transformational leadership theory from political science to management studies. Investigating the social, economic, and political context surrounding this translation uncovers several explanations why this democratic component was overlooked by management scholars. I also propose implications for leadership education and practice today and in the future. If we teach transformational leadership in a way that is closer to Burns’ original thinking, alternative and more democratic approaches to organisational leadership could emerge.</p>