Financial contracts: FRAs and STIRs

 
To begin with, FRAs and STIRs are both short-term derivatives, up to a year ahead and lock in interest rates.
 
FRAs are set through private contracts and they are customised in terms of time and amounts. STIRs are set through standardised contracts and traded only on an official exchange in line with the rules in force. For this reason STIRs are cheaper than FRAs but they may not fit exactly. On the other side, FRAs are more expensive, but they may well meet the specific needs and requirements of the counterparties.
 
They are easier to be managed in comparison to STIRs as they require just one deal to secure the FRA transaction, and, on its maturity, one cash flow will move from one party to the contract to the other. Instead, as for STIRs margin money has to be paid to, or received from, the futures clearing house.
 
Because STIRs are standardised, the market for buying and selling STIRs contracts may be not only more liquid than FRAs contracts but also more transparent in terms of fair market prices, as all transactions are made publicly by the clearing house, which also bears the counterparty’s risk of default.
 
On the other side, when using FRAs, the exposure to the counterparty’s potential of default is much higher. FRAs are more used in foreign exchange, where the extra cost is low and the need of precise amounts transferred on precise dates is high, whereas STIRs are commonly used by financial institutions which manage a lot of hedging transactions.

 

Rethinking the Adaptive Leadership model through the Italian Adaptive Leadership Behavior Questionnaire

Since Heifetz designed the adaptive leadership framework in 1994, the academic literature has benefitted from many qualitative research studies focusing on specific adaptive challenges and how the adaptive leadership framework can be practically used to face these. It seems very few have dealt with adaptive leadership through the quantitative lens and have attempted to measure adaptive leadership behaviors or tested Heifetz’s adaptive leadership six-dimensional model. In response, my PhD research aimed to measure the perception of adaptive leadership behaviors across the Italian corporate context and to investigate whether Heifetz’s adaptive leadership model can apply to the Italian culture. Findings and contribution to knowledge can be read in the thesis: Novellini, P. (2023) Rethinking the Adaptive Leadership model through the Italian Adaptive Leadership Behavior Questionnaire, PhD thesis, University of Sunderland.

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Novellini - Hall Italian Adaptive Leadership Behavior Questionnaire

Do you want to measure the perception of adaptive leadership within your company or team? You can use 'Novellini - Hall Adaptive Leadership Behaviour Questionnaire', a new tool in the literature of leadership. This questionnaire was designed especially to be used in the business environment with a perspective on the higher level figures in the hierarchy. However, you can use it in any type of environment and at any level by adapting the terminology to the reality you want to focus on.

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