TWCC Licensing Site: Additional Resources/Suggested Reading 1

Total Page:16

File Type:pdf, Size:1020Kb

TWCC Licensing Site: Additional Resources/Suggested Reading 1 TWCC Licensing Site: Additional Resources/Suggested Reading Bucketed by the 3 Stuckness Areas with sub‐categories under each broad area; included an additional category of Paradigms and The New Sciences because it really is its own thing 1. Organizational Wellbeing Self‐Managed Organizations Frederic Laloux (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness. Nelson Parker: Belgium Reinventing Organizations ‐ http://www.reinventingorganizations.com/ Holacracy: http://www.holacracy.org/ o How Holocracy Works: http://www.holacracy.org/how‐it‐works/ Brian Robertson (2015). Holacracy: A Radical New Approach to Management. Henry Holt and Company, New York, 2015 Brian Robertson TED Talk on Holacracy: https://www.youtube.com/watch?v=tJxfJGo‐vkI (overview ‐ 18 minutes) Fast Company Article on Zappos: http://www.fastcompany.com/3044417/zappos‐ceo‐ tony‐hsieh‐adopt‐holacracy‐or‐leave Leadership / Leadership Development Steps 1 and 2: Self‐Awareness and Better Thinking Joseph Jaworski (1996). Synchronicity: The Inner Path of Leadership. San Francisco: Berrett‐ Koehler Kevin Cashman (1998). Leadership From the Inside Out. Minneapolis: LeaderSource Margaret Wheatley (2005). Finding Our Way: Leadership for an uncertain time. San Francisco: Berrett‐Koehler. The Arbinger Institute (2010). Leadership and Self‐Deception. San Francisco: Berrett‐ Koehler Kevin Cashman (2012). The Pause Principle: Step Back to Lead Forward. Berrett‐Koehler: San Francisco Carol Dweck (2006). Mindset: The New Psychology of Success. Ballantine: New York D. Rock and J. Schwartz. “The Neuroscience of Leadership.” Strategy+Business, 43 (Summer 2006) Marilee G. Adams (2004). Change Your Questions Change Your Life. San Francisco: Berrett‐ Koehler Cheryl Richardson (1999). Take Time For Your Life. New York: Broadway Books Sam Intrator and Megan Scribner (2007). Leading From Within. San Francisco: Jossey‐Bass Tom Rath (2007). Strengths Finder 2.0. New York: Gallup Tom Rath and Donald Clifton (2004). How Full Is Your Bucket? New York: Gallup Mihaly Csikszentmihalyi (1997). Finding Flow: The Psychology of Engagement with Everyday Life. New York: Basic Books Step 3: Building Effective Relationships Margaret Wheatley. “Leadership and the New Science: Discovering Order in a Chaotic World.” San Francisco, CA: Berrett‐Koehler, 2006 John C. Maxwell (2014). Good Leaders Ask Great Questions. New York: Center Street Simon Sinek (2014). Leaders Eat Last. San Francisco: Berrett‐Koehler. Charles Jacobs (2009). Management Rewired. New York: The Penguin Group Robert K. Greenleaf (2002). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Mahwah, NJ: Paulist Press Patrick Lencioni (2002). The Five Dysfunctions of a Team. San Francisco: Jossey‐Bass Rodd Wagner and James Harter (2006). 12: The Elements of Great Managing. New York: Gallup Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler (2012). Crucial Conversations: Tools for Talking When Stakes Are High. New York: McGraw‐Hill Tom Rath and Barry Conchie (2008). Strengths Based Leadership. New York: Gallup Marcus Buckingham and Curt Coffman (1999). First Break All the Rules: What the World’s Greatest Managers Do Differently. Simon & Schuster: New York Step 4: Growing the Organization Robert Sutton (2007). The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t. Business Plus: New York Patrick Lencioni (2012). The Advantage: Why Organizational Health Trumps Everything Else in Business. San Francisco: Jossey‐Bass Matthew Kelly (2007). The Dream Manager. New York: Beacon Raj Sisodia, David Wolfe & Jag Sheth (2014). Firms of Endearment: How World‐Class Companies PROFIT from Passion and Purpose (2nd Ed.). Pearson Education: Upper Saddle River, NJ Robert Richman (2015). The Culture Blueprint. Culture Hackers (www.cultureblueprint.com). Laszlo Bock (2015). Work Rules! Insights from Inside Google that Will Transform How You Live and Lead. New York: Twelve. Rob Goffee and Gareth Jones (May 2013). Creating the Best Workplace on Earth. Harvard Business Review. Ron Friedman (2014). The Best Place to Work. Penguin Group: New York. Adrian Gostick & Chester Elton (2012). All In: How the Best Managers Create a Culture of Belief and Drive Big Results. New York: Free Press Gino Wickman (2007). Traction: Get a Grip on Your Business. Livonia, MI: EOS Paul Marciano (2010). Carrots and Sticks Don’t Work: Build a Culture of Employee Engagement with the Principles of RESPECT. McGraw‐Hill: New York Mihaly Csikszentmihalyi (2003). Good Business: Leadership, Flow and the Making of Meaning. New York: Penguin Group Workplace Culture Peter Senge (2006). The Fifth Discipline: The Art & Practice of a Learning Organization. Double Day: New York Patrick Lencioni (2012). The Advantage: Why Organizational Health Trumps Everything Else In Business. San Francisco: Jossey‐Bass. Adrian Gostick & Chester Elton (2012). All In: How the Best Managers Create a Culture of Belief and Drive Big Results. New York: Free Press. Tony Hsieh. “Delivering Happiness: A Path to Profits, Passion, and Purpose.”New York: Business Plus, 2010. ‐ Zappos Core Values: http://deliveringhappiness.com/book/zappos‐core‐values/ Ron Friedman (2014). The Best Place to Work. Penguin Group: New York. Raj Sisodia, David Wolfe & Jag Sheth (2014). Firms of Endearment: How World‐Class Companies PROFIT from Passion and Purpose (2nd Ed.). Pearson Education: Upper Saddle River, NJ John Mackey and Rajendra Sisodia. (2014) “Conscious Capitalism Liberating the Heroic Spirit of Business.” Boston: Harvard Business Review Press. Robert Richman (2015). The Culture Blueprint. Culture Hackers (www.cultureblueprint.com). Laszlo Bock (2015). Work Rules! Insights from Inside Google that Will Transform How You Live and Lead. New York: Twelve. Rob Goffee and Gareth Jones (May 2013). Creating the Best Workplace on Earth. Harvard Business Review. Barry Salzberg (Jan. 22, 2014). What Millennials Want (and Why Employers Should Take Notice). Deloitte Touche Ed Frauenheim (March 23, 2015). The Dawn of the Great Workplace Era: http://www.workforce.com/articles/21187‐the‐dawn‐of‐the‐great‐workplace‐era Schein, E. H. (1985). Organizational culture and leadership. San Francisco: Jossey Bass Chan Kim & Renee Mauborgne (Jan. 2003). Fair Process: Managing in the Knowledge Economy, Harvard Business Review. https://hbr.org/2003/01/fair‐process‐managing‐in‐the‐ knowledge‐economy/ Robert Kegan, Lisa Lahey, and Andy Fleming. “Does Your Company Make you a Better Person?” HBR Blog. (January 22, 2014). http://blogs.hbr.org/2014/01/does‐yourcompany‐ make‐you‐a‐better‐person/ Job Crafting Barry Schwartz (2015). Why We Work. TED Books. Simon and Schuster: New York http://www.forbes.com/sites/groupthink/2013/06/20/job‐crafting‐the‐great‐opportunity‐ in‐the‐job‐you‐already‐have/ https://hbr.org/2010/06/managing‐yourself‐turn‐the‐job‐you‐have‐into‐the‐job‐you‐want Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31, 158‐186 Amy Wrzesniewski. (2014) Job Crafting ‐ on creating meaning in your own work ‐ https://www.youtube.com/watch?v=C_igfnctYjA Prof. Amy Wrzesniewski: Video clip ‐ Study of West Point Cadets https://www.youtube.com/watch?v=JvbmX9INy7A (text) ‐ http://insights.som.yale.edu/insights/when‐one‐motivation‐better‐two 2. Employee Wellbeing Rethinking the Traditional Employee Wellness Approach Workplace Wellness Programs Study Final Report by Soeren Mattke and others RAND’s Soeren Mattke Discusses: Do Wellness Programs Produce a ROI?” a 30 minute audio interview on BlogTalkRadio http://healthaffairs.org/blog/2015/03/18/when‐it‐comes‐to‐the‐value‐of‐wellness‐ask‐ about‐fairness‐not‐just‐about‐effectiveness/ Al Lewis Wellness Industry Whistle Blowing: http://theysaidwhat.net/ Al Lewis (2012). Why Nobody Believes the Numbers: Distinguishing Fact from Fiction in Population Health Management. John Wiley & Sons: Hoboken, NJ Al Lewis and Vik Khanna (2014). Surviving Workplace Wellness…With Your Dignity, Finances and Major Organs Intact. The Healthcare Blog. Soeren Mattke – on Blog Talk Radio: http://www.blogtalkradio.com/cohealth‐ checkup/2014/01/29/rands‐soeren‐mattke‐discusses‐do‐wellness‐programs‐produce‐a‐roi David R. Buchanan. (June, 2006) “A New Ethic for Health Promotion: Reflections on a Philosophy of Health Education for the 21st Century.” Health Education & Behavior.33.3 pages 290‐304. Carl Seiderstrom and Andre Spicer. The Wellness Syndrome. Polity Press, Malden, MA, 2015 Michael Marmot. The Status Syndrome: How Social Standing Affects Our Health and Longevity. Henry Holt and Company, New York, Paperback edition, 2005. Overall Wellbeing Tom Rath and Jim Harter. Wellbeing: The Five Essential Elements. Gallup Press, 2010 Tom Rath (2015). Are You Fully Charged? The 3 Keys to Energizing Your Work and Life. Silicon Guild, 2015. Deloitte Overwhelmed Employee Report: http://dupress.com/articles/hc‐trends‐2014‐ overwhelmed‐employee/ HBR Article on Work‐Life Balance (8/19/15): https://hbr.org/2015/08/the‐research‐is‐ clear‐long‐hours‐backfire‐for‐people‐and‐for‐companies Healthcare Consumerism Choosing Wisely® ‐ www.choosingwisely.org Otis Webb Brawley, MD with Paul Goldberg (2011). How We Do Harm: A Doctor Breaks Ranks About Being Sick in America. St. Martin’s Griffin: New York. Nortin M.
Recommended publications
  • Proactive Socialization Tactics, Citizenship and Counterproductive Work Behaviors Ozgun Burcu Rodopman University of South Florida
    University of South Florida Scholar Commons Graduate Theses and Dissertations Graduate School 2009 The oler of proactivity during organizational entry: Proactive socialization tactics, citizenship and counterproductive work behaviors Ozgun Burcu Rodopman University of South Florida Follow this and additional works at: http://scholarcommons.usf.edu/etd Part of the American Studies Commons Scholar Commons Citation Rodopman, Ozgun Burcu, "The or le of proactivity during organizational entry: Proactive socialization tactics, citizenship and counterproductive work behaviors" (2009). Graduate Theses and Dissertations. http://scholarcommons.usf.edu/etd/2170 This Dissertation is brought to you for free and open access by the Graduate School at Scholar Commons. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Scholar Commons. For more information, please contact [email protected]. The Role of Proactivity during Organizational Entry: Proactive Socialization Tactics, Citizenship and Counterproductive Work Behaviors by Ozgun Burcu Rodopman A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy Department of Psychology College of Arts and Sciences University of South Florida Major Professor: Paul Spector, Ph.D. Walter C. Borman, Ph.D. Carnot Nelson, Ph.D. Joseph Vandello, Ph.D. Chu-Hsiang Chang, Ph.D. Date of Approval: July 6, 2009 Keywords: performance, organizational socialization, newcomer adjustment, justice, personal initiative ©Copyright 2009, Ozgun Burcu Rodopman Dedication For my wonderful parents, Mualla and Kudret, as always… Acknowledgements I am indebted to many people in the completion of this research and for my success in graduate school. First and foremost, I would like to thank my dear advisor, Dr.
    [Show full text]
  • Strategy and Strategic Management 1
    CHAPTER STRATEGY AND STRATEGIC MANAGEMENT 1 For the past decade, Texas Health has been executing a strategic plan called the Ascent to the Summit. As the organization nears the end of that climb with a stronger strategic footing in place, the THR Promise continues to unify and strengthen us as we move into a journey toward becoming a high-reliability organization transforming the way healthcare is delivered. In the past decade, Texas Health has shifted from an acute care hospital company to an integrated health system. In 2009, Texas Health Physicians Group was formed, creating a base of employed physicians who work with Texas Health on numerous objectives. Today, the group includes more than 830 physicians, physician assistants, nurse practitioners, and medical pro- fessionals dedicated to providing safe, quality care for its patients. The Texas Health Physicians Group’s primary care and specialist network represents more than 50 medical specialties, with more than 250 locations spanning 11 North Texas counties. Because of our culture, Texas Health was rec- ognized in 2015 as the number one healthcare organization to work for in the United States by Fortune. We also were recognized as the number two workplace for women and the number three workplace for diversity in the nation, with one-third of our nurses from ethnically diverse backgrounds. We’re proud to say we reflect the diversity of the communities we serve. —Barclay Berdan, 2016, “Climbing the Healthcare Summit” Learning Objectives After reading this chapter, you will • comprehend that strategy has many definitions, and its meaning depends on one’s perspective; • understand the role of strategy in moving a healthcare organization to achieve its goals, increase its business, and improve its performance; • recognize the use of prospective and emergent strategies; and • be aware that business strategies evolve over time as a result of changing circumstances and managerial modifications.
    [Show full text]
  • Antecedents of Other-Centered and Self-Centered Proactive Behaviors By
    Characterizing Employee Proactivity: Antecedents of Other-Centered and Self-Centered Proactive Behaviors by Anne Janssen a Thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Psychology Approved Dissertation Committee Prof. Dr. Christian Stamov Roßnagel Prof. Dr. Sabine Sonnentag Prof. Dr. Song Yan Prof. Dr. Sven Voelpel Date of Defense: 21. December 2015 für meine Jungs Micha und Mats iii Abstract Contemporary work lives are characterized by frequent changes in the work environment. Such changes refer to work processes, tasks, teams, or even jobs and often go along with neg- ative consequences like stress, turnover intentions, and reduced performance. Past research has emphasized that individual proactivity can be a coping approach in these demanding situations. Antecedents of a wide range of proactive behaviors have been identified in numerous studies. Other studies focused on the categorization of behaviors. The present dissertation aimed to inte- grate previous literature and provides a more parsimonious classification model through compre- hensive insights into the prediction of proactive behaviors. For this purpose, three studies were conducted. The first study applied an innovative approach to develop short measurement instru- ments for proactive personality and supervisor support as significant antecedents of proactive behaviors. The findings of the second study reveal that proactive behaviors can be simultaneously distinguished according to their form and type and their intended target of impact. As a conse- quence, other-centered and self-centered proactive behavior categories were identified. Whereas felt responsibility for change positively predicted both other- and self-centered proactive be- haviors, personal values (other-centered and self-centered values) affected proactive behaviors differently.
    [Show full text]
  • Predictors and Outcomes of Proactivity in the Socialization Process
    Journal of Applied Psycholog1 Copyright 2000 by the American Psychological Association, Inc. 2000, Vol. 85, No. 3, 373-38: 0021-9010/00/S5.00 DOI: 10.1037//0021-9010.85.3.373 Predictors and Outcomes of Proactivity in the Socialization Process Connie R. Wanberg and John D. Kammeyer-Mueller University of Minnesota This 3-wave longitudinal study aimed to extend current understanding of the predictors and outcomes of employee proactivity (involving information seeking, feedback seeking, relationship building, and positive framing) in the socialization process. Two personality variables, extraversion and openness to experience, were associated with higher levels of proactive socialization behavior. Of the proactive behaviors studied, feedback seeking and relationship building were highlighted in their importance because of their various relationships with the work-related outcomes assessed in this study (e.g., social integration, role clarity, job satisfaction, intention to turnover, and actual turnover). The results also highlighted the importance of 2 control variables (opportunity to interact with others on the job and skill level of the new job) in the experience of socialization into a new job. Organizational socialization is the process by which "a person predictors and outcomes of individual proactivity during the so- secures relevant job skills, acquires a functional level of organi- cialization process and to suggest that newcomer personality may zational understanding, attains supportive social interactions with be an important determinant of proactivity in the socialization coworkers, and generally accepts the established ways of a partic- process. Figure 1 provides a preview of the variables and relation- ular organization" (Taormina, 1997, p. 29). Because successful ships to be examined in this study.
    [Show full text]
  • Upturning Performance in Downturn Times - Tame the Blame
    Upturning Performance in Downturn Times - Tame the Blame - DeAnna Murphy with Lisa Gregory and Steve Jeffs Developing Interdependent Leadership | 952.797.4317 Upturning Performance in Downturn Times - Tame the Blame - At a time when more than ever before businesses are running lean and trying to survive, leaders can’t afford to not focus their attention on those things that produce the highest return-on-investment of time, energy, and resources. This report is designed to help you do just that. Its purpose is to synthesize important research that reveals a major factor that is undermining the energy and performance of more than 83% of all employees and leaders today. This will help you focus your attention on a significant root cause of poor performance and prevent expensive, time wasting approaches to transforming it. It will help you better see crucial levers of energy and growth that are especially relevant in today’s new economy. This report comes out of a recent research study involving 1,800 people in seven different countries around the globe. The purpose of the study was to find individual patterns of behavior that are linked to these key business performance drivers: Employee engagement – the enthusiastic voluntary contribution of excellent work Teamwork – the creation of strong complementary high-trust relationships and strong collaboration Proactivity – the elimination of time-wasting problems and interactions through preventive efforts and self-initiative. These drivers were selected after completing a lengthy pre-work review of two-hundred best-selling leadership and business books, over two-hundred academic articles focused on leadership and organizational performance, and annual reports from top-rated firms such as Bersin, Corn Ferry, Watson Wyatt, Gallup.
    [Show full text]
  • Wise Proactivity: How to Be Proactive And
    Organizational Dynamics (2016) 45, 217—227 Available online at www.sciencedirect.com ScienceDirect jo urnal homepage: www.elsevier.com/locate/orgdyn Wise proactivity: How to be proactive and wise in building your career Sharon K. Parker, Jenny Liao John is a financial consultant working for a large company. to just carry on as usual, but Freda feels it is important to He has been working with the company for ten years and act. She really loves her work and believes she can make a has had one promotion in that time. John is frustrated valuable high-level contribution–—maybe she can even with his company. His friends who work for other compa- become the Police Chief one day. She wants to understand nies have been promoted at least twice in the same why she did not get the post. Freda schedules an appoint- period. John spends a lot of time ruminating about ment with senior colleagues involved in the selection whether he should move to another company that will process, advising them that the purpose of the meeting better recognize and reward his talents. Invariably is to gain some feedback about how she can better posi- though, John decides that it is better to just stay put tion herself for future roles similar to the one she missed and drop hints during his annual performance appraisal out on. that he would like to be promoted. What do you notice about these three different scenarios? How proactive do you think John, Laura, and Freda were? Laura is a lawyer for a small private firm.
    [Show full text]
  • Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction Lei-Da Chen Creighton University, [email protected]
    Communications of the Association for Information Systems Volume 22 Article 13 1-2008 A Theoretical Model of Nomadic Culture: Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction Lei-da Chen Creighton University, [email protected] Cynthia L. Corritore Creighton University Follow this and additional works at: https://aisel.aisnet.org/cais Recommended Citation Chen, Lei-da and Corritore, Cynthia L. (2008) "A Theoretical Model of Nomadic Culture: Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction," Communications of the Association for Information Systems: Vol. 22 , Article 13. DOI: 10.17705/1CAIS.02213 Available at: https://aisel.aisnet.org/cais/vol22/iss1/13 This material is brought to you by the AIS Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected]. A Theoretical Model of Nomadic Culture: Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction Lei-da Chen Cynthia L. Corritore Department of Information Systems & Technology Eppley College of Business Administration Creighton University Omaha, NE 68178 [email protected] The model of an anytime-anywhere workforce is changing the landscape of business today. Increasingly employees are being emancipated from their traditional offices by the widespread infiltration of technologies that facilitate this model. The question is, how can we characterize the culture developing in support of these new ways of working and how can they be cultivated? Understanding this “ nomadic culture ” is critical to both researchers and practitioners. Due to the newness of these technologies and the speed of their integration into today’s work practices, prior research lends little direction in understanding this developing culture.
    [Show full text]
  • The Role of Organizational Support in Non-Technical Dimensions of Safety: a Case Study in the Automotive Sector
    International Journal of Environmental Research and Public Health Article The Role of Organizational Support in Non-Technical Dimensions of Safety: A Case Study in the Automotive Sector Teresa Galanti, Teresa Di Fiore, Stefania Fantinelli * and Michela Cortini Department of Psychological, Health and Territory Sciences, “G. d’Annunzio” University of Chieti-Pescara, 66100 Chieti, Italy; [email protected] (T.G.); teresa.difi[email protected] (T.D.F.); [email protected] (M.C.) * Correspondence: [email protected] Abstract: Background. Historically, the most important approach to safety management consisted of controlling variability and error in human performance. This assumption was questioned by the changes of the economy and technology, which introduced higher levels of unpredictability and uncertainty. Starting from this consideration, our research aimed to investigate the issue of organizational safety from the dual perspective of individuals and organizations, with the aim of highlighting the weight that both actors have in the co-construction of a safe workplace. Method.A cross-sectional study was performed among workers of a multinational company of the automotive sector, through an online self-report questionnaire. Results. The results highlight the key role of two variables investigated, linked to safety management: organizational mindfulness and organizational citizenship behavior for safety. The first seems to be a partial mediator in the relationship between organizational support and affective commitment; the second, instead, seems to be a complete mediator between organizational support and safety ownership, otherwise non directly related. Conclusions Citation: Galanti, T.; Di Fiore, T.; . This study confirms the importance of considering both individual and organizational Fantinelli, S.; Cortini, M.
    [Show full text]
  • Redesigning Work Design Theories: the Rise of Relational And
    Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives Adam M. Grant and Sharon K. Parker Forthcoming in the Academy of Management Annals, 3 (2009) Author Note Adam M. Grant, The Wharton School, University of Pennsylvania; Sharon K. Parker, Institute of Work Psychology, University of Sheffield. For helpful feedback, we thank Art Brief, Jim Walsh, Yitzhak Fried, Tina Juillerat, and Frederick Morgeson. Correspondence concerning this manuscript should be addressed to Dr. Adam M. Grant. Email: [email protected] Redesigning Work Design Theories 2 ABSTRACT Many scholars assume that the fundamental questions about work design have been answered. However, a global shift from manufacturing economies to service and knowledge economies has dramatically altered the nature of work in organizations. To keep pace with these important and rapid changes, work design theory and research is undergoing a transformation. We trace the highlights of two emerging viewpoints on work design: relational perspectives and proactive perspectives. Relational perspectives focus on how jobs, roles, and tasks are more socially embedded than ever before, based on increases in interdependence and interactions with coworkers and service recipients. Proactive perspectives capture the growing importance of employees taking initiative to anticipate and create changes in how work is performed, based on increases in uncertainty and dynamism. Together, these two perspectives challenge the widely held belief that new developments in work design theory and research are no longer needed. Our review charts the central contributions and unanswered questions from these relational and proactive perspectives with the goal of inspiring renewed interest in advancing theory, research, and practice on work design.
    [Show full text]
  • Team Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms
    Journal of Open Innovation: Technology, Market, and Complexity Article Team Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms Tan Huynh 1, Minh Hon Duong 1, Thuy Thanh Phan 1, Tu Van Do 2, Truc Thi Thanh Do 3 and Khai The Nguyen 4,* 1 Faculty of Business Administration, Nguyen Tat Thanh University, Ho Chi Minh 700000, Vietnam; [email protected] (T.H.); [email protected] (M.H.D.); [email protected] (T.T.P.) 2 Faculty of Business Administration, University of Phan Thiet, Ho Chi Minh 700000, Vietnam; [email protected] 3 Faculty of Business Administration, Saigon Technology University, Ho Chi Minh 700000, Vietnam; [email protected] 4 Faculty of Business Administration, Ho Chi Minh City Open University, Ho Chi Minh 700000, Vietnam * Correspondence: [email protected]; Tel.: +84-94-3793939 Received: 28 January 2019; Accepted: 3 March 2019; Published: 8 March 2019 Abstract: Integrating the relational approach and social exchange theory, the authors conceptualize the quality of leader-member and team member exchanges as mediators for understanding the role of transformational leadership in employee proactive behaviors (e.g., voice, taking charge, and innovative behaviors). The results based on data collected from 352 full-time employees working in pharmaceutical companies in Vietnam largely support the proposed theoretical framework and shed light on the mechanism through which leadership style influences employee proactivity in a manufacturing context. Using the results, the authors discuss research limitation and, managerial implications, and suggest future research directions for the relationship between leadership style and employee proactive behavior. Keywords: transformational leadership; leader-member exchange; team member exchange; proactive behavior; pharmaceutical companies 1.
    [Show full text]
  • Employee Proactivity in Hotels Undergoing Organizational Change and Development
    Ateneo de Manila University Archīum Ateneo Psychology Department Faculty Publications Psychology Department 10-2017 Employee proactivity in hotels undergoing organizational change and development Alfred Presbitero Deakin University Mendiola Teng-Calleja Ateneo de Manila University, [email protected] Follow this and additional works at: https://archium.ateneo.edu/psychology-faculty-pubs Part of the Industrial and Organizational Psychology Commons Recommended Citation Presbitero, A., & Teng-Calleja, M. (2017). Employee proactivity in hotels undergoing organizational change and development. Journal of Human Resources in Hospitality & Tourism, 16(4), 401-421. This Article is brought to you for free and open access by the Psychology Department at Archīum Ateneo. It has been accepted for inclusion in Psychology Department Faculty Publications by an authorized administrator of Archīum Ateneo. For more information, please contact [email protected]. Journal of Human Resources in Hospitality & Tourism ISSN: 1533-2845 (Print) 1533-2853 (Online) Journal homepage: https://www.tandfonline.com/loi/whrh20 Employee proactivity in hotels undergoing organizational change and development Alfred Presbitero & Mendiola Teng-Calleja To cite this article: Alfred Presbitero & Mendiola Teng-Calleja (2017) Employee proactivity in hotels undergoing organizational change and development, Journal of Human Resources in Hospitality & Tourism, 16:4, 401-421, DOI: 10.1080/15332845.2017.1266873 To link to this article: https://doi.org/10.1080/15332845.2017.1266873 Published online: 01 Feb 2017. Submit your article to this journal Article views: 438 View related articles View Crossmark data Citing articles: 1 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=whrh20 JOURNAL OF HUMAN RESOURCES IN HOSPITALITY & TOURISM 2017, VOL.
    [Show full text]
  • Praise for Proactivity: the Role of Leadership and Supervisor Personality in Rewarding Employee Proactivity
    PRAISE FOR PROACTIVITY: THE ROLE OF LEADERSHIP AND SUPERVISOR PERSONALITY IN REWARDING EMPLOYEE PROACTIVITY Katherine N. Alexander A Thesis Submitted to the Graduate College of Bowling Green State University in partial fulfillment of the requirements for the degree of MASTER OF ARTS December 2009 Committee: Charlotte Fritz, Advisor Michael Zickar Robert Carels ii ABSTRACT Charlotte Fritz, Advisor Previous research has suggested that proactivity in the workplace can be beneficial at both the individual and the organizational level, but little is known about when proactivity is appreciated by supervisors. This study examined when supervisors reward proactivity by providing more positive performance evaluations to their subordinates. I proposed that the supervisor’s leadership style, their quality of relationship with their subordinate, and their personality would moderate the relationship between proactivity and performance evaluations. I investigated three types of proactivity: taking charge, voice, and issue selling. I also examined three different leadership styles, namely transformational, transactional, and laissez-faire leadership, as well, as leader-member exchange, and the supervisor’s neuroticism, agreeableness, and openness to experience. The sample consisted of 140 employees and their direct supervisors who were employed at various non-profit organizations across the United States. All measures were available online and participants received a $10 gift card for their participation. Results indicated strong relationships between proactive behaviors and performance evaluations, suggesting that supervisors do reward employee proactivity. However, the moderator hypotheses were not supported. The implications of these results for research and practice are discussed. iii ACKNOWLEDGEMENTS I am extremely grateful to my advisor, Charlotte Fritz, for her support, guidance, and direction throughout this process.
    [Show full text]