Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Principles and Practice of Structural Equation Modeling (2nd ed.)

Thank you very much for downloading applied longitudinal data analysis modeling change and event occurrence. As you may know, people have look hundreds times for their favorite novels like this applied longitudinal data analysis modeling change and event occurrence, but end up in malicious downloads. Rather than enjoying a good book with a cup of coffee in the afternoon, instead they are facing with some infectious virus inside their computer.

Applied Longitudinal Data Analysis Modeling Change And Event Occurrence

Social scientists often estimate models from correlational data, where the independent variable has not been exogenously manipulated; they also make implicit or explicit causal claims based on these models. When can these claims be made? We answer this question by first discussing design and estimation conditions under which model estimates can be interpreted, using the randomized experiment as the gold standard. We show how endogeneity – which includes omitted variables, omitted selection, simultaneity, common-method variance, and measurement error – renders estimates causally uninterpretable. Second, we present methods that allow researchers to test causal claims in situations where randomization is not possible or when causal interpretation could be confounded; these methods include fixed-effects panel, sample selection, instrumental variable, regression discontinuity, and difference-in-differences models. Third, we take stock of the methodological rigor with which causal claims are being made in a social sciences discipline by reviewing a representative sample of 110 articles on leadership published in the previous 10 years in top-tier journals. Our key finding is that researchers fail to address at least 66% and up to 90% of design and estimation conditions that make causal claims invalid. We conclude by offering 10 suggestions on how to improve non-experimental research.

On making causal claims : A review and recommendations

The Righteous Mind: Why Good People Are Divided by Politics and Religion Jonathan Haidt Pantheon Books, 2012One has likely heard that, for the sake of decorum, religion and politics should never be topics of conversation with strangers. Even amongst friends or even when it is known that others hold opposing political or religious views, why is it that discussion of religion and politics leads to visceral-level acrimony and that one's views are right and the other's views are wrong? Professor Jonathan Haidt of the University of Virginia examines the psychological basis of our "righteous minds" without resorting to any of the pejorative labeling that is usually found in a book on politics and religion and eschews a purely comparative approach. Haidt proposes the intriguing hypothesis that our visceral reaction to competing ideologies is a subconscious, rather than leaned, reaction that evolved over human evolution to innate senses of suffering, fairness, cheating and disease, and that moral foundations facilitated intra-group cooperation which in turn conferred survival advantages over other groups. These psychological mechanisms are genetic in origin and not necessarily amenable to rational and voluntary control - this is in part the reason debating one's ideological opposite more often leads to frustration rather than understanding. Haidt also suggests that morality is based on six "psychological systems" or foundations (Moral Foundations Theory), similar to the hypothesized adaptive mental modules which evolved to solve specific problems of survival in the human ancestral environment.While decorum pleads for more civility, it would be better, as Haidt suggests, dragging the issue of partisan politics out into the open in order to understand it and work around our righteous minds. Haidt suggests a few methods by which the level of rhetoric in American politics can be reduced, such that the political parties can at least be cordial as they have been in the past and work together to solve truly pressing social problems.There are a number of fascinating points raised in the current book, but most intriguing is the one that morality, ideology and religion are products of group selection, as adaptations that increased individual cooperation and suppressed selfishness, thereby increasing individual loyalty to the group. That morality, political ideology and religion buttress group survival is probably highly intuitive. However, given the contemporary focus on the individual as the source of adaptations, to the exclusion of all else, to suggest that adaptations such as religion and political ideology arose to enhance survival of groups is heresy or, as Haidt recounts, "foolishness". While previous rejection of group selection itself was due in part to conceptual issues, one could also point out the prevailing individualist social sentiment, "selfish gene" mentality and unrelenting hostility against those who supported the view that group selection did indeed apply to humans and not just to insects. Haidt gives a lengthy and convincing defense of group selection, his main point being that humans can pursue self- interest at the same time they promote self-interest within a group setting - humans are "90 percent chimp, 10 percent bees". One can readily observe in the news and entertainment mediate that religion is a frequent target of derision, even within the scientific community - Haidt points to the strident contempt that the "New Atheists" hold for religion. They claim that religion is purely a by-product of an adaptive psychological trait and as a mere by-product religion serves no useful purpose. However, the religious "sense" has somehow managed to persist in the human psyche. One explanation by the New Atheists of how religion propagated itself is that it is a "parasite" or "virus" which latches onto a susceptible host and induces the host to "infect" others. As a "virus" or "parasite" that is merely interested in its own survival, religion causes people to perform behaviors that do not increase their own reproductive fitness and may even be detrimental to survival, but religion spreads nonetheless. …

The Righteous Mind: Why Good People Are Divided by Politics and Religion

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Beyond the three-component model of organizational commitment

This article offers a conceptual critique of the three-component model (TCM) of organizational commitment (Allen & Meyer, 1990) and proposes a reconceptualization based on standard attitude theory. The authors use the attitude-behavior model by Eagly and Chaiken (1993) to demonstrate that the TCM combines fundamentally different attitudinal phenomena. They argue that general organizational commitment can best be understood as an attitude regarding the organization, while normative and continuance commitment are attitudes regarding specific forms of behavior (i.e., staying or leaving). The conceptual analysis shows that the TCM fails to qualify as general model of organizational commitment but instead represents a specific model for predicting turnover. The authors suggest that the use of the TCM be restricted to this purpose and that Eagly and Chaiken's model be adopted as a generic commitment model template from which a range of models for predicting specific organizational behaviors can be extracted. Finally, they discuss the definition and measurement of the organizational commitment attitude. Covering the affective, cognitive, and behavioral facets of this attitude helps to enhance construct validity and to differentiate the construct from other constructs.

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Beyond the Three-Component Model of Organizational Commitment

The Post-Violation Model of the psychological contract (Tomprou, Rousseau, & Hansen, 2015) outlines four ways in which a psychological contract may be resolved after breach (i.e., psychological contract thriving, reactivation, impairment, and dissolution). To explore the implications of this model for post-breach restoration of organizational commitment, we recorded dynamic patterns of organizational commitment across a fine-grained longitudinal design in a sample of young academics who reported breach events while undergoing job changes (N = 109). By tracking organizational commitment up until 10 weeks after the first reported breach event, we ascertain that employees may indeed bounce back from a breach incidence, albeit that some employees do so more successfully than others. We further demonstrate that the emotional impact of the breach and post-breach perceived organizational support are related to the success of the breach resolution process. Additionally, we reveal a non-linear component in post-breach trajectories of commitment which suggests that processes determining breach resolution success are more complex than currently assumed.

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Bouncing back from psychological contract breach: How commitment recovers over time.

How does the bond between the newcomer and the organization develop over time? Process research on temporal patterns of newcomer's early commitment formation has been very scarce because theory and appropriate longitudinal research designs in this area are lacking. From extant research we extract three process-theoretical accounts regarding how the newcomer adjustment process evolves over time: 1 Learning to Love; 2 Honeymoon Hangover; and 3 High Match, Moderate Match, or Low Match. From these scenarios we develop a taxonomy of newcomer adjustment scenarios. Further, we empirically verify these different scenarios by examining naturally occurring "trajectory classes," which are found to display strengthening, weakening, or stabilizing of the employee-organization linkage. For this, we use a sample of 72 Ph.D. graduates whose organizational commitment history was recorded in their first 25 consecutive weeks of new employment. In closing, we discuss the theoretical and practical implications of the scenario-based approach.

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On Becoming UnCommitted: A Taxonomy and Test of Newcomer Onboarding Scenarios

The emergence of “moral leadership,” discussed here as a situation wherein individuals take a moral stance on an issue, convince others to do the same, and together spur change in a moral system, a...

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Omar Solinger

Papers

Beyond the three-component model of organizational commitment

Beyond the Three-Component Model of Organizational Commitment

Bouncing back from psychological contract breach: How commitment recovers over time.

On Becoming UnCommitted: A Taxonomy and Test of Newcomer Onboarding Scenarios

The Emergence of Moral Leadership