Good Course Page: Psychology 267 (Winter, 2019) – Organizational Behavior
INSTRUCTOR: Frank T. McAndrew
Self-Leadership: A Paradoxical Core of Organizational Behavior
Annual Review of Organizational Psychology and Organizational Behavior
Vol. 6:47-67 (Volume publication date January 2019)
Greg L. Stewart, Stephen H. Courtright, and Charles C. Manz
This review focuses on the paradoxical concept of self-leadership—defined as a comprehensive self-influence process capturing how individuals motivate themselves to complete work that is naturally motivating or work that must be done but is not naturally motivating—as a fundamental process that challenges many traditional assumptions in organizational psychology and organizational behavior.
The Truth About Behavioral Change
Magazine: Winter 2019 Issue Research Feature November 07, 2018
Open access peer-reviewed Edited Volume
Dark Sides of Organizational Behavior and Leadership
Edited by Maria Fors Brandebo and Aida Alvinius
Organizational Behavior, Global Edition, 18/E
Stephen P. Robbins, San Diego State University
Timothy A. Judge, University of Notre Dame
©2019 • Pearson • Paper, 776 pp
Published 27 Jul 2018 •
Positive Organizational Behaviour
By Miguel Pina e Cunha, Arménio Rego, Ace Simpson, Stewart Clegg
The Theory of Planned Behavior
The Theory of Planned Behavior (TPB) started as the Theory of Reasoned Action in 1980 to predict an individual’s intention to engage in a behavior at a specific time and place. The theory was intended to explain all behaviors over which people have the ability to exert self-control. The key component to this model is behavioral intent; behavioral intentions are influenced by the attitude about the likelihood that the behavior will have the expected outcome and the subjective evaluation of the risks and benefits of that outcome.
Positive organizational behavior: Longitudinal effects on subjective well-being
Kathrin Heinitz , Timo Lorenz , Daniel Schulze , Julia Schorlemmer
June 22, 2018
Plutchik’s Model of Emotions – 2017 Update
by Melissa Donaldson | Apr 27, 2017
How to practice emotional intelligence? What are specific, tangible steps to take to respond more carefully?
Teaching with Emotional Intelligence: A step-by-step guide for Higher and Further Education professionals
Routledge, 01-Mar-2013 – Education – 176 pages
The way teachers shape and handle their own feelings and those of their learners is central to the success of learning. Now in its second edition, Teaching with Emotional Intelligence shows how to manage this influential yet neglected area of learning and teaching. This practical book looks at how lecturers and teachers can develop and use their emotional intelligence to enhance their teaching and their students’ learning.
Taking the reader step-by-step through the learning process and looking at the relationship from the perspective of both the teacher and the learner, this book will help the reader to:
plan the emotional environment;
learn how to relate and listen to learners effectively;
read and respond to the feelings of individuals and groups;
handle and reveal their feelings as a teacher, as appropriate;
develop self-awareness as a teacher;
recognise their prejudices and preferences;
improve non-verbal communication;
plan for the physical experience of learners;
deal with their learners’ expectations, comments and questions.
Emotion, Psychopathology, and Psychotherapy
Robert Plutchik, Henry Kellerman
Academic Press, 22-Oct-2013 – Psychology – 300 pages
Emotion: Theory, Research, and Experience, Volume 5: Emotion, Psychopathology, and Psychotherapy is concerned with the formulation of models of emotion psychopathology and psychotherapy.
The book focuses on the dysregulation of emotion, methods for changing emotion and the experience of emotion. The papers contained in the volume are grouped into theoretical works that link emotions to psychopathology and psychotherapy based on concepts derived from evolutionary biology; theoretical works that utilizes psychoanalysis in understanding emotions; and the transformation of cognitive constructions through psychotherapy. Psychologists, psychiatrists, psychoanalysts, sociobiologists, and students in the allied fields will find the book a good source of insight.
Self-transformation for The Digital Leader for Long-term Success
Employee engagement requires listening and responsiveness on the part of leaders and managers at all levels.
How to Negotiate with Someone More Powerful than You
JUNE 06, 2014
Harvard Business Review Article
Mastering Negotiation Skills
Presentation by Stefan Kadlubowski
London Southbank University
Ideo’s Culture of Helping
Harvard Business Review
Top Business Negotiations of 2013
Collection by Program on Negotiation – Harvard Law School
Designing Trustworthy Organizations
Sloan Management Review, Summer 2013
Robert Hurley: Six types of signals people consider when deciding whether to trust a person, group or organization (a “trustee”):
Common values: Does the trustee share our values and beliefs?
Aligned interests: Do the trustee’s interests coincide rather than conflict with ours?
Benevolence: Does the trustee care about our welfare?
Competence: Is the trustee capable of delivering on commitments?
Predictability and integrity: Does the trustee abide by commonly accepted ethical standards (such as honesty and fairness), and is he or she predictable?
Communication: Does the trustee listen and engage in open and mutual dialogue?
Updated 30 May 2019, 7 May 2017, 24 November 2015