Taking a lead from the humpback whale flukes, characterized by a series of bumps that result in a sinusoidal-like leading edge, this paper reports on a three-dimensional numerical study of sinusoidal leading edges on cambered airfoil profiles. The turbulent flow around the cambered airfoil with the sinusoidal leading edge was computed at different angles of attack with the open source solver OpenFOAM, using two different eddy viscosity models integrated to the wall. The reported research focused on the effects of the modified leading edge in terms of lift-to-drag performance and the influence of camber on such parameters. For these reasons a comparison with a symmetric airfoil is provided. The research was primarily concerned with the elucidation of the fluid flow mechanisms induced by the bumps and the impact of those mechanisms on airfoil performance, on both symmetric and cambered profiles. The bumps on the leading edge influenced the aerodynamic performance of the airfoil, and the lift curves were found to feature an early recovery in post-stall for the symmetric profile with an additional gain in lift for the cambered profile. The bumps drove the fluid dynamic on the suction side of the airfoil, which in turn resulted in the capability to control the separation at the trailing edge in coincidence with the peak of the sinusoid at the leading edge

A framework is developed, and validated, that provides an insight into the role of leadership in transforming a loose group into an effective team. In this context a loose group is defined as a number of individuals brought together to achieve a task, but with no further development undertaken. An effective team, by contrast, is one in which development of a supportive social structure has occurred, with each individual adapting his behaviour to optimise his personal contribution to the team. Four distinct leadership “key roles” are identified: legitimate, social, task, and macro, which lead to the identification of critical leadership issues that limit the speed with which loose groups transform into effective teams. This in turn enables specific recommendations to be made to assist individuals within a team to identify the key role they occupy, the importance of that key role relative to the others and the behaviours most appropriate to it. In the current research program the organisation studied was a multinational engineering company, engaged in the design, development and manufacture of rotating turbomachinery.

The application of improved blade tip geometries is studied with the aim of identifying an effective design concept for industrial fan passive noise control. The concept developed optimizes a datum blade by means of profiled endplates at the tip, reducing fan noise by changing the tip leakage flow behaviour. Experimental and computational investigations have been carried out on a family of axial fans, in fully ducted configuration, to establish the aerodynamic merits of the proposed blade tip design concept. The flow mechanisms in the fan tip region are correlated to specific blade design features that promote a reduction of the fan aero-acoustic signature in both tonal and broadband noise components. The tip vortical flow structures are characterized, and their role in creation of overall stage acoustic emissions clarified. The reported research identifies modification of tip geometry as markedly affecting the multiple vortex behaviour of blade tip leakage flow by altering the near-wall fluid flow paths on both blade surfaces. Blade tip endplates were also demonstrated to influence the rotor loss behaviour in the blade tip region. Improvement of rotor efficiency was correlated to the control of tip leakage flows

This monograph summarises the key influences of leadership behaviour on the transformation process associated with creation of an effective and high performing team. It clarifies the key factors that are relevant to a team at each stage of the transformation process and the leadership roles that each team member can play. The role of an organisation's senior management is considered both in terms of the impact it has on the transformation process within specific teams and in terms of creating the necessary organisational environment to make effective teams the norm. Some reasons why senior management behaviour is often perceived as inconsistent and unhelpful are explored. Specific recommendations are made to help senior managers to adapt their behaviour, and in so doing become more context‐sensitive to the needs of the environment as it changes. Some tools and techniques are presented that have been found in practice to help senior managers adapt their behaviour to that most appropriate at a given time, and to create the organisational infrastructure needed to make effective teams the organisational norm rather than the exception. A case study is presented illustrating the networked nature of leadership and the culture change associated with making effective teams “the way we do things around here.”