Grain filling rate in wheat (Triticum aestivum L . emend . Thell .) positively influences grain yield under a wide range of conditions . The effective utilization of this trait in breeding depends on an understanding of its genetic control . A study was, therefore, conducted to determine the genetic basis of grain filling rate in six crosses of wheat . Higher order genic interactions and/or linkage were important in the genetic regulation of grain filling rate (GFR) in the majority of crosses . Additive ([d]) and dominance ([h]) gene effects were important in the control of GFR in main ears (ME) and whole plant ears (WPE) . Additive and additive x additive epistatic effects were the most important in the genetic control of GFR in last ears (LE) . Location effects on genetic effects for GFR were significant (P < 0.05) in all ear types of some crosses except in ME. Genotype x environment interaction effects were important (P < 0 .001) in LE and WPE .It was concluded that the inheritance of GFR is complex and is dependent on ear type . Breeding procedures that facilitate the exploitation of non-additive and additive gene effects were recommended for the genetic improvement of grain filling rate of wheat .

This exploratory report presents the contents of a large data-base consisting of psychometric measurement of personality-related attributes of individuals who underwent the recruitment process by completing the JobMatchTalent instrument that was developed from principles of occupational psychology. On the basis of individuals', who applied for corporate or governmental leadership positions, responses, the correlations between applicants' age and personal attributes was obtained. Correlational and regression analyses were used to explore differences between younger and older potential executive participants. These indicated that younger leadership applicants enjoyed an advantage with regard to: "Focus-on-details", "Focus-on-order", "Own motivation", "Concentration", "Will-power", "Winner-instinct", "Visions-for-the-future", whereas older leadership applicants enjoyed an advantage with regard to: "Sphere-of-influence", "Tolerant attitude" and "Trust-in-others". The levels of stress-sensitivity, strategic focus, energy and communication, as expressed by younger and older recruitment applicants seeking executive positions, were comparable. At higher age levels, the leadership candidates expressed less focus on the tasks and less orientation towards their own ambitions but were rather more concerned with developing their staff, building relations and 'team-spirit'.

There is a tendency to regard police-work, implying independence and initiative in the absence of direct presence of authority that places a premium upon leadership, as a 'drudge' although 'daily hassles' may be converted immediately to "special events". Despite this aspect, police leadership tends not to differ from other, civil, forms of leadership. A sample of police leaders (n=106) was compared to civil leaders derived from government administration and private enterprise (n=1650). Personal attitudes to and experiences of job relations and characteristics are measured with the JMT three subscales (Inner Drive and Tolerance to stress distress from the main scale Stability together with Enterprise from the main scale Action) all of which provide an indication of the leader's resourcefulness. Low-level scoring on any of these three attributes is expected to induce negative influences upon subordinates whereas the opposite outcomes may be predicted by high-level scoring. The results indicated that: (i) All-level police chiefs differed markedly from executive leaders in public administration and private enterprise; the former expressed the lowest levels of tolerance to stress, enterprise and Inner drive. (ii) Correlational analyses indicated that there were clear-cut, positive and strong relationships between the three variables, tolerance to stress, enterprise and Inner drive. (iii) there was a marked difference between public and private executive leaders with regard to enterprise and Inner drive to the advantage of the private executive leaders. The present results are discussed in relation to police leadership inadequacy and efforts to overcome the situation.

Expected convergent and divergent correlationsAn acceptable coefficient for convergent validity was set to 0.30 (Pearson r) as a 'rule of thumb' criterion. According to Cohen's guidelines, this value corresponds to a medium correlation [7]. Criteria for the analogue divergent coefficient was either an uncorrelated relationship (r <.10), or a weak correlation (.10 r <.30) [7]. The expected relationships among predictors and criteria are shown in Table 1 below.

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