Organizational Psychology
Leadership and Anxiety–Containment and Metabolism I: Anxiety in a VUCA-Plus Environment
The leaders of organizations in the 21st Century often must deal with major challenges associated with the anxiety experienced by specific members of their organization, as well as the diffuse anxiety that pervades specific departments in the leader’s organization or the entire organization.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises III. The Appreciation of Entrepreneurship and Enterprise
I explore the many dimensions of appreciation and then provide a way in which an appreciative process can be engaged in what I have identified as the investment in human capital.
Leading into the Future IV: Order, Chaos and the Three Societies
It is important to recognize both the newness of the world in which we are leading and the organizational and societal structures, problems and opportunities that we have inherited and that are emerging in our current world.
Leading into the Future III: From the Pendulum to the Fire
This essay concerns a critical concept as we prepare to lead into the future: the changes we are now experiencing are not reversible.
An Appreciative Approach to Organizational Consultation I: What’s in the Straw?
We build our model of organizational consulting on the foundation of a strongly held tenant regarding the appreciation of human capital in contemporary organizations.
Leading into the Future II: A Tale of Three Societies
Many societies in our world are in the midst of major transformation from a premodern to modern social structure. This is being replicated in the shift of other societies from a modern to postmodern social structure.
Leading into the Future I: An Introduction
Not only is the future different today from what it was in the past, planning for, organizing and leading on behalf of the future is a difficult if not absurd task for anyone to undertake. This series of essays is all about the challenging (and perhaps absurd) task of preparing for a future world that has not yet revealed itself.
Toward an Adlerian Leadership Model II: Results and Discussion
This study explores the leadership traits and attributes of today’s leaders in Canadian organizations from an Adlerian perspective. The following three themes were explored: awareness of the company’s culture and ability to promote organizational citizenship, decision making approach, and ability to encourage others. Finally, participants were asked how these three qualities contribute to the organization’s bottom line and how important these qualities are during challenging times.
Toward an Adlerian Leadership Model I: Introduction, Lit Review, and Methodology
This study explores the leadership traits and attributes of today’s leaders in Canadian organizations from an Adlerian perspective. The following three themes were explored: awareness of the company’s culture and ability to promote organizational citizenship, decision making approach, and ability to encourage others. Finally, participants were asked how these three qualities contribute to the organization’s bottom line and how important these qualities are during challenging times.
What Keeps High-Achieving Women from Choosing Executive Positions VIII: Conclusions
Clearly, being a leader means more than inspiring others to perform. Going from being an outstanding individual performer to being a successful leader of others requires a new self-definition