This chapter contains sections titled: The Behavioural Perspective Model Intentional Behaviourism The Ascription of Emotion Behavioural Continuity Revisited Conclusions Acknowledgements References
This chapter contains sections titled: Stress and Well-Being as an Area of Study Managing Psychosocial Hazards Revisioning Job Characteristics Revisioning the Worker as an Active Interpreter Revisioning the Worker as an Active Agent Implications for Interventions and their Implementation Implications for Methods Conclusions Acknowledgements References
This chapter contains sections titled: Introduction Rise of the Open-Plan Office Evolution of Open-Plan Offices Managing the Process of Change Opportunities and Future Directions Conclusions References
As business leaders, trust in us is at an historic low. We should be alarmed. We should use this as a wake-up call for reform. And we must embark upon an urgent journey to restore this diminished trust in business. (Edelman, 2009:1)We have to recognize that we face more than a deficit of dollars right now. We face a deficit of trust - deep and corrosive doubts about how Washington works that have been growing for years. To close that credibility gap we have to take action on both ends of Pennsylvania Avenue - to end the outsized influence of lobbyists, to do our work openly, to give our people the government they deserve. (President Obama in his inaugural address, January 2010)
In this review, we address implicit leadership theories (ILTs) and implicit followership theories (IFTs). Both types of implicit theories are important because leadership and followership are dynamic, socially constructed processes (Meindl, 1995) in which a leader’s perceptions of followers are as critical as followers’ perceptions of leadership. Both types of perceptions elicit confirming responses from the person being perceived, helping to create a dynamic leadership process in which relatively stable social structures emerge over time as leader and follower roles become differentiated. ILTs (and IFTs), which are a fundamental part of this process, are also dynamic in that they can be tuned automatically to particular contexts (Lord, Brown, and Harvey, 2001). In this dynamic process, both parties use their implicit theories to make sense of and react to the other party’s behavior, creating an evolving basis for further interaction. In this sense, leadership is an ongoing, dynamic, two-way exchange between leaders and followers that is structured by both parties’ implicit theories. Shamir (2007) provided an example of how important this process can be. He noted that Adolf Hitler perceived himself to be merely a drummer gathering the masses for the arrival of the “great leader” (the F¨ uhrer) until his 30s, when he began to view himself as Germany’s rightful leader. This shift in his self-perception may have been largely influenced by the way his followers responded to him. Within this chapter, we discuss three broad areas of research that emphasize perceptual processes that are central to this dynamic leadership process. First,
This chapter contains sections titled: Introduction Adaptability Shared Mental Models Transactive Memory Systems Team Situation Awareness Adaptation and Shared Cognition Conclusion References
PART ONE: INTRODUCTION AND FRAMEWORKS Positive Organizational Behavior - Debra L Nelson and Cary L Cooper An Inclusive View Psychological Capital - Fred Luthans, Carolyn M Youssef, and Bruce J Avolio Investing and Developing Positive Organizational Behavior Healthy, Productive Work - James Campbell Quick and Marilyn Macik-Frey Positive Strength through Communication Competence and Interpersonal Interdependence Eustress at Work - Bret L Simmons and Debra L Nelson Extending the Holistic Stress Model PART TWO: POSITIVE STATES, TRAITS AND PROCESSES Positive Emotion in Organizations - Neal M Ashkanasy and Claire E Ashton-James A Multi-Level Framework Thriving in Organizations - Gretchen Spreitzer and Kathleen Sutcliffe Explaining Vigor - Arie Shirom On the Antecedents and Consequences of Vigor as a Positive Affect at Work Ethical Leadership - Linda Klebe Trevino and Michael E Brown A Developing Construct The Positive Role of Political Skill in Organizations - Pamela L Perrewe, Gerald R Ferris, Jason S Stoner, and Robyn L Brouer Forgiveness in Organizations - Kim Cameron Self-Engagement at Work - Thomas W Britt et al The Benefits and Possible Costs of Positive Core Self-Evaluations - Timothy A Judge and Charlice Hurst A Review and Agenda for Future Research PART THREE: METHODOLOGICAL ISSUES IN POB RESEARCH A Look at Two Methodological Challenges for Scholars Interested in Positive Organizational Behavior - Thomas A Wright Positive Psychological Capital - Laura M Little, Janaki Gooty and Debra L Nelson Has Positivity Clouded Measurement Rigor?
This chapter contains sections titled: Introduction History of the Psychological Contract Concept Contemporary Approaches to Defining the Psychological Contract Reviewing the Main Research Streams: What Do We Know? Methodological Challenges Five Challenges to the Psychological Contract Notion Responses to the Five Challenges Conclusion
This chapter contains sections titled: Security Behaviors Antecedents of Security Behaviors Expand the Frontier: What is Next? Acknowledgements
