Article 1: Does wearing casual clothing to work encourage more physical activity in the workplace? Are men and women equally affected by how they dress? Recent research addressed these Questions. Researchers recruited 106 individuals, including men and women, who worked in a variety of fields, some of whom wore formal business attire at work and others who dressed casually. The participants volunteered to wear a pedometer (a device that counts the number of steps a person takes based on their movements) and their steps were totalled at the end of each day.

Participants also volunteered to send a picture of their work attire so that researchers could assess if they dressed casually or formally. At the end of two weeks, the results were clear: Physical activity in the workplace was higher for workers who wore casual clothing than for those who dressed formally. There was an 8% increase in physical activity or an extra 491 steps for those who were dressed casually. Interestingly, researchers found men and women had the same number of extra steps if they wore casual clothes as compared to if they dressed formally.

The researchers urged employers to loosen up their dress code to help employees be more active because, "when it comes to physical activity, every little bit counts.

Questions to answer: What is the article's claim? What is the IV(s)? What is the DV(s)? What are intervening variables? What are the levels of measurement for each of the variables in this study? Is this claim making a prediction?What research design was chosen here? What type of statistical test would this be? Explain your reasoning for each question

Article 2: Party leaders in Westminster systems are important, the focus of attention of the media, public and fellow politicians. When there is a change in party leadership, academic analysis has tended to focus on the 'elective ability' of the new incumbent as the reason for the change, and debated their potential success in improving the electoral performance of the party. Drawing on examples of recent party leadership changes in the UK Conservative Party and the New Zealand National Party, we focus on the new leader and her/his relationship to the party organization, the party 'product' and party 'promotion'. Leadership within a political party, like any political or business organisation, is crucial to the success of political marketing.

If a party is to engage in marketing activities and make the required changes to its organisation, policy and communication strategy, the leader plays a vital role in ensuring enough members and politicians accept the new design. We analyse a wide range of factors behind both the selection of a leader and their ability to succeed in their goals once elected. Both parties provide ample opportunity to understand some of the constraints on party leaders to manage and change their party, and enhance our understanding as to why leadership change does not always have the desired effect of improved electoral performance.

Questions to answer: What is the article's claim? What is the IV(s)? What is the DV(s)? What are intervening variables? What are the levels of measurement for each of the variables in this study? Is this claim making a prediction?What research design was chosen here? What type of statistical test would this be? Explain your reasoning for each question