Summary Authentic leadership has received considerable attention and research support over the past decade. Now the time has come to refine and better understand how it impacts performance. This study investigates the moderating role followers' positive psychological capital (PsyCap) and the mediating role that leader–member exchange (LMX) may play in influencing the relationship between authentic leadership and followers' performance. Specifically, we tested this mediated moderation model with matched data from 794 followers and their immediate leaders. We found that authentic leadership is positively related to LMX and consequently followers' performance, and to a larger degree, among followers who have low rather than high levels of PsyCap. Our discussion highlights the benefits of understanding the roles of relational processes and followers' positive psychological resources involved in the effectiveness of authentic leadership and how they can be practically implemented. Copyright © 2012 John Wiley & Sons, Ltd.

To gain endorsement from their managers, should employees be direct with explicit change suggestions, or should they be indirect with questions and hints? We draw on psychological threat and communication clarity theories to offer competing hypotheses with respect to the association between voice directness and managerial endorsement. We then further draw from social judgment research to theorize whether the relationship between voice directness and managerial endorsement might be modified by voicer politeness and voicer credibility. The results of an experimental study and two field studies show that being direct about change-oriented suggestions is associated with more frequent managerial endorsement when voicers are credible (Studies 1 and 2 in the United States) or polite (Study 3 in China). We discuss implications of these findings, limitations, and directions for future research.

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The leader-member exchange (LMX) literature argues that leaders develop different quality dyadic relationships with members in the same team (i.e., LMX differentiation). Research has generally not found support for a linear (i.e., main effect) relationship between LMX differentiation and team performance; rather, moderators typically determine whether the relationship is significantly positive or negative. Examining linear effect moderators alone, however, does not account for (a) potential curvilinear (i.e., inverted U-shaped) effects, (b) explanatory mechanisms of how LMX differentiation influences team performance, or (c) moderators of curvilinear effects. Integrating social identity theory with LMX differentiation research, we propose inverted U-shaped relationships between LMX differentiation and both team coordination (as a mediator) and team performance (as an outcome), and we examine both team size and team power distance orientation as moderators. Using data from 928 employees in 145 teams in 3 organizations, we found an inverted U-shaped relationship between LMX differentiation and team coordination, which, in turn, partially mediated LMX differentiation's inverted U-shaped relationship with team performance. Larger teams, or those with higher team power distance orientation, benefit more from LMX differentiation. By integrating social identity theory with LMX differentiation research, we enhance the understanding of the processes by, and conditions under, which LMX differentiation affects team performance both positively and negatively.Leader-member exchange (LMX) theory is one of the most prominent frameworks for understanding leadership in organizations. Even though

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The motion behavior of nonmetallic inclusions at the interface of molten steel and slag fundamentally affects the removal of inclusions. Therefore, from an analysis of forces, this study constructed a mathematical model of inclusion movement. Compared with other models that only consider the forces acting on nonmetallic inclusions at the interface, the proposed model considers not only cases in the inclusions which enter the slag interior and rebound into the molten steel, but also the effect of fluid flow containing the inclusions with different Re numbers on the drag force. The application of this established model has not taken Reynolds number of fluid flow into consideration. The model can predict the motion of inclusions at the interface and in nearby areas and provide a curve of inclusion displacement vs time. The mathematical model was verified with a physical model, with the curve of displacement vs time obtained from physical experiment being consistent with the calculated curve. The preliminary calculation results show that inclusions having liquid film at their surfaces are rebounded into the steel when they have size within a certain range but enter the slag phase directly when they are beyond that size range.

Te is a seldom-used alloying element, which is mainly used in free-machining steel. The Te content in this kind of steel is relatively low, and only a small amount of MnTe is generated. In previous studies, the effect of Te on the formation of inclusions was not fully studied. In order to clarify the mechanism, different amounts of tellurium were added into 38MnVS6 steel to form a certain amount of MnTe. The MnTe wrapped the MnS, forming a composite inclusion. With the increase of Te content in the steel, the diameter of inclusion increased, while the aspect ratio of inclusion varied little. The aspect ratio of most inclusions was in the range of 1~3. Besides, the MnS in the MnTe-MnS composite inclusions gradually changed from one big particle to several small particles. The solidification of the steel, as well as the precipitation of MnS and MnTe, was the main factor that affecting the formation of the composite inclusion. The mechanism of the process was systematically expressed in the current study.

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