Developing leaders and managing development
Management development and, in particular, developing leaders is a first priority in the management of international human resources today. Paul Evans identifies two current views and groups of leaders -- those who are 'expertise' oriented and lead by their technical authority, and 'generalists', who lead by management skills. They are distinguished in various ways such as their attitudes towards delegation and sensitivity to matching jobs and personalities. Leadership development is best pursued by encouraging managers to be mobile between functions. Changing careers significantly once or twice leads to a 'layered career development', allowing the development of individuals who are able to balance the skills of professional expertise and generalist leadership.
The impact of computer based simulation training on leadership development
The purpose of this study was to investigate the relationship between measures of emotional intelligence after participation in a simulation based leadership development program as applied to a student cohort at a community college. Additionally, this study was conducted to investigate significant differences in emotional intelligence subscales when compared to the categorical variables of age, race, gender, position type, number of years employed, and time. 
All 300 students in the introductory management classes in the Bachelors of Applied Science business principles classes in the Business program were invited to participate. A total of 201 questionnaires representing 103 individuals were returned, garnering a 67% initial return rate; the total number of useable surveys was 182 representing 91 individuals for a final useable return rate of 60.7%. 
An analysis of the relationship between the measures of emotional intelligence before and after participating in leadership simulation revealed statistically significant differences after participation in the leadership simulation. There was a significant increase in respondent scores in three of the four subscales after the respondents participated in the Virtual Leader simulation: (a) self-emotion appraisal (SEA), p = .031; (b) others emotion appraisal (OEA), p = .002; and (c) regulation of emotion (ROE), p = .002. The emotional intelligence construct, use of emotion (UOE), p = .061, did not demonstrate statistical significance. 
A statistical analysis of all combinations and interactions of the categorical variables (age, race, gender, years employed, and position types compared to the value labeled time) resulted with the effect time as the only statistically significant effect. The label time refers to the difference between respondent scores before and after participation in a leadership simulation. This variable demonstrated a large eta squared value of .473, which suggested a large effect size.
Ceramic microwave antennas for mobile applications
Due to their medium to high permittivity values, ceramic microwave materials are attractive as building blocks for miniaturised antenna solutions. Further advantages are low dielectric losses and an excellent temperature stability of standard ceramic materials. Yet, the permittivity of the ceramic material also has a strong influence on the radiation efficiency and bandwidth of the antenna. This implies that in the design process a suitable compromise has to be found between the degree of miniaturisation on the one hand and the antenna efficiency and bandwidth on the other. We describe two approaches towards efficient miniaturised ceramic microwave antennas: the dielectric resonator antenna (DRA) with partial metallisation and the shorting post patch antenna. We focus on design steps taken to ensure both a high degree of miniaturisation and high values of the radiation efficiency, the choice of the ceramic material and the experimental performance of the antennas.