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The need for flight leadership training for flight deck crewmembers is addressed. A management grid is also described which provides a quantitative management language against which any number of management behaviors can be measured.
The rapid growth of large-scale datasets in fields like biology and social networks has driven the need for advanced graph analytics techniques. Community detection, a fundamental task in graph analytics, identifies closely connected groups of nodes within a network, providing valuable insights across various disciplines. This study focuses on two classic community detection methods, the Louvain algorithm and Markov Clustering (MCL), and evaluates the performance of two prominent distributed community detection algorithms: HiPDPL-GPU, our prior implementation, and HipMCL. We conduct experiments on GPU-accelerated heterogeneous HPC systems, Summit and Frontier, to assess their performance under varying conditions. Our objective is to identify the strengths and weaknesses of these algorithms in terms of scalability, and quality of solutions. We evaluate these algorithms on a diverse set of 70+ networks spanning 13 domains, with sizes ranging up to 4.2 billion edges. Our results demonstrate that HiPDPL-GPU consistently outperforms HipMCL, especially for large-scale networks. HiPDPL-GPU achieves significantly faster runtimes (47x to 1439x), higher modularity scores, and improved scalability. These findings highlight HiPDPL-GPU as a promising solution for efficient and effective large-scale graph analytics in diverse application domains, and provide insights into the feasibility of using MCL-based approaches for certain application domains.
In high-risk environments such as air traffic control, leadership on different levels plays a certain role in establishing, promoting, and maintaining a good safety culture. The current study aimed to investigate how leadership styles, leadership style adaptability, and over and under task leadership behavior differed across situations, operative conditions, leadership structures, and working tasks in an air traffic control setting. Study locations were two air traffic control centers in Sweden with different operational conditions and leadership structures, and an administrative air traffic management unit. Leadership was measured with a questionnaire based on Leader Effectiveness and Adaptability Description (LEAD; Blanchard, Zigarmi & Zigarmi, 2003; Hersey & Blanchard, 1988). The results showed that the situation had strong impact on the leadership in which the leadership behavior was more relationship oriented in Success and Group situations than in Hardship and Individual situations. The leadership adaptability was further superior in Success and Individual situations compared with Hardship and Group situations. Operational conditions, leadership structures and working tasks were, on the other hand, not associated with leadership behavior.
The recent proliferation of robotic systems in our society has placed questions regarding interaction between humans and intelligent machines at the forefront of robotics research. In response, our research attempts to understand the context in which particular types of interaction optimize efficiency in tasks undertaken by human-robot teams. It is our conjecture that applying previous research results regarding leadership paradigms in human organizations will lead us to a greater understanding of the human-robot interaction space. In doing so, we adapt four leadership styles prevalent in human organizations to human-robot teams. By noting which leadership style is more appropriately suited to what situation, as given by previous research, a mapping is created between the adapted leadership styles and human-robot interaction scenarios-a mapping which will presumably maximize efficiency in task completion for a human-robot team. In this research we test this mapping with two adapted leadership styles: directive and transactional. For testing, we have taken a virtual 3D interface and integrated it with a genetic algorithm for use in &le-operation of a physical robot. By developing team efficiency metrics, we can determine whether this mapping indeed prescribes interaction styles that will maximize efficiency in the teleoperation of a robot.
This paper presents the design, development, and user testing of a leadership development simulation. The authors share lessons learned from using a design process for a board game to allow for quick and inexpensive revision cycles during the development of a serious leadership development game. The goal of this leadership simulation is to accelerate the development of leadership capacity in high-potential mid-level managers (GS-15 level) in a federal government agency. Simulation design included a mixed-method needs analysis, using both quantitative and qualitative approaches to determine organizational leadership needs. Eight design iterations were conducted, including three user testing phases. Three re-design iterations followed initial development, enabling game testing as part of comprehensive instructional events. Subsequent design, development and testing processes targeted digital application to a computer- and tablet-based environment. Recommendations include pros and cons of development and learner testing of an initial analog simulation prior to full digital simulation development.
Leadership in the scientific enterprise is most commonly exemplified by those who commandeer major discoveries and critical breakthroughs that expand boundaries, naturally underpinning a competitive spirit among peers in the field. However, many other leadership opportunities exist at the interfaces of such boundaries - as well as at the interfaces of scientific disciplines, classes of professions and across generations - and may enable alternative guiding philosophies that are intrinsically less prone to competition and saturation, and perhaps appreciation. This presentation features a personal reflection of scientific and leadership philosophies that were intentionally manifested at, and by, irreplaceable interfaces of human creativity. Reaction engineering, an increasingly vanishing discipline within chemical engineering, is emphasized as a manifestation of interfacial leadership and serves as a vehicle to trace pivotal career moments in both the speaker's scientific discoveries and in his relational values within human enterprises.
This Operational Assessment Report describes how the Argonne Leadership Computing Facility (ALCF) met or exceeded every goal set by DOE for the calendar year (CY) 2024. In CY 2024, the ALCF operated Polaris, an AMD and NVIDIA-based Hewlett Packard Enterprise (HPE) Apollo 6500 Gen10+ system that provides a powerful platform for breakthrough science and prepares applications and workloads for Aurora, Argonne National Laboratory’s Intel-HPE exascale computer. Since going into production in August 2022, Polaris has supported research teams from the DOE Exascale Computing Project (ECP), which concluded in 2024, and from ALCF’s Aurora Early Science Program (ESP). Polaris delivered a total of 2555.7K node-hours to 17 Innovative and Novel Computational Impact on Theory and Experiment (INCITE) 2024 projects and 601.6K node-hours to ASCR Leadership Computing Challenge (ALCC) projects (12 of which were awarded during the 2023–2024 ALCC year and 11 of which were awarded during the 2024–2025 ALCC year), as well as providing substantial time for Director’s Discretionary (DD) projects (966.2K node-hours). As Table ES.1 shows, Polaris performed exceptionally well in terms of overall availability (97.7 percent), scheduled availability (99.6 percent), and utilization (94.7 percent; Table 2.1). In CY 2024, ALCF supported more than 2,000 users. As of March 18, 2025, ALCF’s users have published 254 papers in peer-reviewed journals and technical proceedings.
Security culture plays a critical role in determining the effectiveness of an organization's security performance, making its significance impossible to overemphasize. It encompasses the collective values, shared perceptions, and habitual actions embraced by all individuals within a nuclear organization—from leadership to frontline staff. When the entire workforce recognizes the reality of potential threats, accepts that security is a shared duty, and integrates security-minded behavior into everyday routines, it fosters an environment where strong security practices are the norm. In such a setting, everyone can take pride and feel reassured in being part of an organization where a strong security culture is deeply embedded. Security culture is based on the broader concept of organizational culture. All organizations—whether families, social clubs, religious institutions, businesses, non-governmental organizations, or governments—possess an underlying culture shaped by core values and beliefs. These values and beliefs influence attitudes and drive behavior throughout the organization. While multiple factors contribute to the development of a strong security culture, leadership plays a particularly pivotal role. In organizations where security culture is well-established, leaders go beyond rhetoric; they demonstrate a genuine commitment to security through their actions. They implement policies and procedures that actively engage all employees, foster open dialogue around security concerns, and encourage teamwork in resolving issues. Furthermore, they reward proactive behavior and ensure that corrective actions are taken promptly. Regular assessments of the organization's security culture allow such leaders to gauge its effectiveness and take strategic steps to strengthen it when necessary. This paper leverages practical, real-world experience to guide leadership and senior management within nuclear organizations through the foundational steps of cultivating a robust, organization-wide culture of nuclear security. It emphasizes the critical importance of early leadership engagement in shaping this culture and outlines a comprehensive approach that includes strategic, tactical, and operational measures. Additionally, it explores methods for fostering a unified vision across all levels of the organization to ensure alignment, commitment, and continuous improvement in nuclear security practices.
Papers presented at a historical symposium on Presidential leadership in the space program include the following: 'The Imperial Presidency in the History of Space Exploration'; 'The Reluctant Racer: Dwight D. Eisenhower and United States Space Policy'; 'Kennedy and the Decision to Go to the Moon'; 'Johnson, Project Apollo, and the Politics of Space Program Planning'; 'The Presidency, Congress, and the Deceleration of the U.S. Space Program in the 1970s'; 'Politics not Science: The U.S. Space Program in the Reagan and Bush Years'; 'Presidential Leadership and International Aspects of the Space Program'; 'National Leadership and Presidential Power'; and 'Epilogue: Beyond NASA Exceptionalism'.
The International Space Station (ISS) is operated by a multi-national, multi-organizational team that is dispersed across multiple locations, time zones, and work schedules. At NASA, both junior and senior mission control personnel have had to find ways to address the leadership challenges inherent in such work, but neither have had systematic training in how to do so. The goals of this study were to examine the major leadership challenges faced by ISS mission control personnel and to highlight the approaches that they have found most effective to surmount them. We pay particular attention to the approaches successfully employed by the senior personnel and to the training needs identified by the junior personnel. We also evaluate the extent to which responses are consistent across the junior and senior samples. Further, we compare the issues identified by our interview survey to those identified by a standardized questionnaire survey of mission control personnel and a contrasting group of space station crewmembers. We studied a sample of 14 senior ISS flight controllers and a contrasting sample of 12 more junior ISS controllers. Data were collected using a semi-structured qualitative interview and content analyzed using an iterative process with multiple coders and consensus meetings to resolve discrepancies. To further explore the meaning of the interview findings, we also conducted new analyses of data from a previous questionnaire study of 13 American astronauts, 17 Russian cosmonauts, and 150 U.S. and 36 Russian mission control personnel supporting the ISS or Mir space stations. The interview data showed that the survey respondents had substantial consensus on several leadership challenges and on key strategies for dealing with them, and they offered a wide range of specific tactics for implementing these strategies. Interview data from the junior respondents will be presented for the first time at the meeting. The questionnaire data showed that the US mission control sample reported a level of support from their management that compared favorably to national norms. American mission control personnel and Russian crewmembers reported higher supervisor support than American crewmembers and Russian mission control personnel. We will present the specific issues underlying these findings and compare and contrast the results from the two datasets. Although specific to space station personnel, our results are consistent with recent management, cultural, and aerospace research. We aim to use our results to improve training for current and future mission control personnel.
This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and disciplines to enable a successful tiger team approach. Advocacy was established with key stakeholders and NASA Headquarters (HQ) by defining a strategic vision, mission, goals and objectives for the project and team. As a technology-pull testbed capability the HDU project was able to collaborate and leverage the Exploration Technology Development Program (ETDP) and individual NASA center investments which capitalized on their respective center core competencies and skills. This approach enable the leveraging of over $7.5m of value to create an operational habitat demonstration unit 2010 PEM configuration.
This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies being used by the NASA HDU team for a rapid prototyping project. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team rapid prototyping approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and disciplines to enable a successful tiger team approach. Advocacy was established with key stakeholders and NASA Headquarters (HQ) by defining a strategic vision, mission, goals and objectives for the project and team. As a technology-pull testbed capability the HDU project was able to collaborate and leverage the Exploration Technology Development Program (ETDP) and individual NASA center investments which capitalized on their respective center core competencies and skills. This approach enable the leveraging of over $7.5m of value to create an operational habitat demonstration unit 2010 PEM configuration.
As NASA undertakes increasingly complex projects, the need for expert systems engineers and leaders in systems engineering is becoming more pronounced. As a result of this issue, the Agency has undertaken an initiative to develop more systems engineering leaders through its Systems Engineering Leadership Development Program; however, the NASA Office of the Chief Engineer has also called on the field Centers to develop mechanisms to strengthen their expertise in systems engineering locally. In response to this call, Marshall Space Flight Center (MSFC) has developed a comprehensive development program for aspiring systems engineers and systems engineering leaders. This presentation will summarize the two-level program, which consists of a combination of training courses and on-the-job, developmental training assignments at the Center to help develop stronger expertise in systems engineering and technical leadership. In addition, it will focus on the success the program has had in its pilot year. The program hosted a formal kickoff event for Level I on October 13, 2009. The first class includes 42 participants from across MSFC and Michoud Assembly Facility (MAF). A formal call for Level II is forthcoming. With the new Agency focus on research and development of new technologies, having a strong pool of well-trained systems engineers is becoming increasingly more critical. Programs such as the Marshall Systems Engineering Leadership Development Program, as well as those developed at other Centers, help ensure that there is an upcoming generation of trained systems engineers and systems engineering leaders to meet future design challenges.
This talk focuses on important aspects of technical leadership and experiences in NASA engineering, missions and projects that can be applied to any STEM career or leadership position. Interpersonal skill development is highlighted along with best practices in key areas of innovation and diversity. Exciting experiences are shared from large NASA missions such as Mars Science Laboratory and James Webb Space Telescope, as well as unique personal experiences pertaining to challenge and growth that can be applied to technical leadership.
The availability and disposition of data has assumed increasing importance in large-scale computational science. Data repositories are evolving to meet new classes of requirements: compliance with government access guidelines, support for reproducibility of experimental results, and long-term availability of data products. The Constellation public data repository at the Oak Ridge Leadership Computing Facility faces these issues while being situated in one of the most productive data centers in the world. While monitoring and operational data analysis are ingrained in the operation of the OLCF’s large-scale high performance computing platforms, data repositories do not have this history of support. Problems faced by Constellation range from data size (over 7 petabytes in current holdings) to analytic complexity (detailed curation is both absolutely necessary for many data sets and absolutely impossible for humans to accomplish in any practical manner) to deployment environment (OLCF storage resources are oriented toward the needs of the compute platforms). In this paper we describe some of the challenges for collecting monitoring and analytic data from a leadership public data repository. We also discuss various strategies we are pursuing in order to address these challenges, from manual data collection to plans for introducing machine learning-based curatorial techniques.
This paper presents advancements in scaling the ultrahigh-resolution E3SM Land Model (uELM) for deployment on leadership-class supercomputers, addressing the increased demand for km-scale Earth system modeling. By focusing on km-scale ELM simulations, we enhance predictive capabilities for climate interactions, facilitating improved responses to climate change impacts on energy systems, agriculture, and water resources. Our approach leverages innovative software architecture optimizations, sophisticated data handling techniques, and advanced parallel processing, achieving strong scalability on two leadership supercomputers (2400 nodes (105,600 cores) on Summit, and 1200 nodes (76,800 cores) on Frontier). Results from extensive scalability assessments on the Summit and Frontier also demonstrate outstanding I/O performance (close to 400 GB/s write throughput) and the model's ability to efficiently handle increasing computational demands. This study not only establishes uELM's capability for high-resolution simulations over vast geographical domains, but also sets a foundation for future Earth system modeling breakthroughs.
Federated learning (FL) at leadership-class HPC systems remains largely unexplored, despite growing interest in deploying federated workflows on modern HPC systems. This paper provides the first system-level empirical characterization of federated fine-tuning of pretrained foundation models on an exascale supercomputer under a multi-node deployment. Using up to 96 concurrent FL clients deployed across Frontier nodes, we study the impact of client scale, model size, data heterogeneity, partial participation, and differential privacy on runtime, communication overhead, and convergence stability. Our results show that pretrained transformer models remain robust to heterogeneity, client dropout, and privacy noise, while system efficiency degrades rapidly with scale as synchronizat and orchestration dominate runtime. We further demonstrate that system-aware execution strategies, including intra-node aggregation and early aggregation, significantly reduce wall-clock time without degrading model quality. These findings establish a practical performance baseline and inform the design of communication-efficient FL systems on leadership-class HPC platforms.
In February 2022, HEPAP, the High Energy Physics Advisory Panel to DOE (Department of Energy) and NSF (National Science Foundation), was charged with forming a subpanel to conduct an international benchmarking study to evaluate U.S. leadership in particle physics in a global context (Appendix D). HEPAP formed an International Benchmarking Subpanel and gathered qualitative and quantitative data from the international particle physics community to 1) determine how the U.S. particle physics program can maintain critical international cooperation in an increasingly competitive environment for both talent and resources, 2) identify key areas where the U.S. has or could aspire to leadership roles, and 3) determine how programs and facilities can be structured to attract and retain talented people. This report also serves as input to P5 (Particle Physics Project Prioritization Panel), a subpanel of HEPAP that defines the strategic scientific direction for the U.S. particle physics program.