Organizational Psychology
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
What Keeps High-Achieving Women from Choosing Executive Positions: VII. Results: Themes Four and Five
The themes and patterns presented below and in the previous essay were matched to the assumptions defined prior to the research in the Hypothesis section (see earlier essay). Each theme is titled before the assumption, and then the results are given either validating or modifying the assumption. Following are the final two themes.
What Keeps High-Achieving Women From Choosing Executive Positions. VI. Results: Themes One – Three
The intent of the research was to discover and share the inner factors—the beliefs, needs, aspirations, traits and choices—that are keeping this group of women from moving into executive positions.
What Keeps High Achieving Women from Choosing Executive Positions: V. Method and Research Design
In order to understand the behavior of high-achieving women in organizations, we cannot simply observe them in action. We have to take into account what the women feel and think to grasp both the ways they see the world and the motivations that drive their actions.