Grounded in the findings from a case study of a nonprofit educational consulting firm that specia... more Grounded in the findings from a case study of a nonprofit educational consulting firm that specialized in math literacy reform and operated throughout the American South during the 1990s–early 2000s, this paper presents Generative Engagement (GE), a practice-centered process model on relational behavior that fosters prosocial interaction and collaboration among social identity groups in demographically diverse, highly stratified social environments. The paper describes the dynamic interplay between generativity and inclusivity, presents four different types of relational engagement that result from this interplay and offers five testable propositions. The paper concludes with a discussion on how cross-boundary leaders, work teams, organizations, and communities can better understand, develop, and demonstrate generative relational behavior that enhances work group efficacy and sustains the greater public good. Along with encouraging scholarly exploration of GE, the generative engagem...
PurposeThe purpose of this paper is to develop an insight, through an examination of the American... more PurposeThe purpose of this paper is to develop an insight, through an examination of the American Civil Rights Movement and the Anti‐Apartheid Movement in South Africa, into how desired change occurs at a national or cultural level of social organization.Design/methodology/approachThe words and actions of two key figures in these national change movements are analyzed through the use of intentional change theory, and its constituent elements of discontinuous change, reference groups, the ideal self and emotional attractors.FindingsThe findings lead to the suggestion that great leaders, at times of national change, articulate a shared ideal or national vision and are primarily grounded in the positive emotional attractor. Furthermore, they appeal to their followers' cognition and affect.Research limitations/implicationsWhile these two figures are prominent historical figures in their respective change movements, it is naïve to suggest that they were solely responsible for the cha...
PurposeThe purpose of this paper is to explore the process by which individual change occurs.Desi... more PurposeThe purpose of this paper is to explore the process by which individual change occurs.Design/methodology/approachThis conceptual paper presents the intentional change theory (ICT) perspective on the role of positive and negative emotion in individual level intentional change. Existing emotion research is reviewed to provide a framework for discussion.FindingsICT offers a new understanding on the role of positive and negative emotion in the process of intentional change. The positive emotional attractor (PEA) triggers constructive cognitive and physiological responses that enhance an individual's motivation, effort, optimism, flexibility, creative thinking, resilience and other adaptive behaviors. The negative emotional attractor (NEA) triggers another process by calling attention to current social and environmental stressors that may compromise an individual's effectiveness. While both emotional attractors play an important role in intentional change, it is critically...
The discredit of a certain brand of capitalism – and the managers that practice it – continues ap... more The discredit of a certain brand of capitalism – and the managers that practice it – continues apace. The increasing lack of tolerance for short-term thinking and a systematic neglect of the social, regulatory, and economic conditions in which business ought to operate means we are entering a time of trouble and questions – an era of economic, social, and environmental turbulence.There is a critical need for business educators and trainers to expose students and managers to these issues to examine, explore, and understand the different multifaceted, complex phenomena of our late capitalist era. There is also a need to foster a climate for future and current business managers to reflect, feel, and think differently both ethically and cognitively. The 16 innovative case studies in The Dark Side: Critical Cases on the Downside of Business are designed for this very purpose: to provoke reflection and debate; to challenge and change perceptions; and to create responsible managers.The cases are innovative in two ways. First, in terms of content they acknowledge the diversity of actors and interests in and around organizations. They contain different levels of analysis, and propose different points of view and logics. They recognize that decisions that seem sound when they are made may actually contain the seeds of their later failure. Second, these cases are innovative in terms of format. Whereas most cases are formatted around decision-making situations, these are more diverse and open-ended. This stimulates the use of judgment – the capacity to synthesize, integrate, and balance short- and long-term effects, appreciate effects on different groups, and learn to listen and evaluate. Whereas decision-making is the key skill when confronting complicated issues and situations, judgment-making relies on experience and is a far better tool in the complex, murky, gray areas typical of business ethics.The cases included here are all finalists or award-winners from the first seven years of the Dark Side of Business Case Competition, a joint event of the Academy of Management\u27s Critical Management Studies Section and Management Education Section. In many areas of management, case studies are almost exclusively devoted to best practice cases or difficult decisions faced by basically well-managed firms. When educators look for resources to illustrate to students the more typical cases, let alone the really scandalous practices of the worst firms, the cupboard is almost entirely bare. From the beginning, the Dark Side competition aimed at encouraging case studies that integrate socio-political issues with organizational dynamics, thus contextualizing organizational and management problems within the broader system of capitalism.These cases comprise a diverse and rich collection from a range of countries, continents, and issues and focus on interactions in business organizations as well as between business organizations and groups and societies. The Dark Side: Critical Cases on the Downside of Business is divided into four sections. The first sheds light on gray areas in the behavior of businesses. The second concerns the interactions between business and local communities in diverse countries. The third concerns crises, and specifically how firms may create or manage them. Finally, the fourth section concerns gray areas in business behavior in the global context
This chapter provides an overview of how a leadership competency approach grounded in emotional a... more This chapter provides an overview of how a leadership competency approach grounded in emotional and social intelligence can help educators promote career readiness for students. Strategies and approaches for building leadership competencies will be reviewed.
By ANITA ROGERS HOWARD Few research studies have tested hypotheses from an integrated, multilevel... more By ANITA ROGERS HOWARD Few research studies have tested hypotheses from an integrated, multilevel theoretical model on coaching intentional change. Drawing on Intentional Change Theory (ICT) and supporting cognitive emotion and social complexity perspectives on positive and negative affect, this dissertation presents the first empirical investigation on the differential impact of inducing positive emotion vs. negative emotion in real time executive coaching sessions. Nineteen coaching recipients were randomly assigned to two coaching conditions. In the PEA condition the coachee’s own hopes, strengths, desired future (the Positive Emotional Attractor) was the anchoring framework of a onetime, hour-long coaching session. In the NEA condition the coachee’s own perceived improvement needs, weaknesses, present reality (the Negative Emotional Attractor) was the anchoring framework. Two central ICT propositions were tested. Hypothesis1 predicted that PEA participants would show higher levels of positive emotion during appraisal of 360-degree feedback results and discussion of change goals than NEA participants. Hypothesis2 predicted that PEA participants would show lower levels of stress immediately after the coaching session than NEA participants.
Oral health is managed based on objective measures such as the presence and severity of dental ca... more Oral health is managed based on objective measures such as the presence and severity of dental caries and periodontal disease. In recent years, oral health researchers and practitioners have shown increasing interest in a widened array of physical, psychological, and social factors found to influence patients’ oral health. In this article, we introduce a behavior change coaching approach that can be used to enhance psychosocial diagnosis and client-centered delivery of health-promoting interventions. Briefly, this health coaching approach is based on an interactive assessment (both physical and psychological), a non-judgmental exploration of patients’ knowledge, attitudes, and beliefs, a mapping of patient behaviors that may contribute to disease progression, gauging patient motivation, and tailoring health communication to encourage health-promoting behavior change. Developed in a clinical setting, this coaching model is supported by interdisciplinary theory, research, and practice...
Drawing on intentional change theory (ICT; Boyatzis, 2006), this study examined the differential ... more Drawing on intentional change theory (ICT; Boyatzis, 2006), this study examined the differential impact of inducing coaching recipients' vision/positive emotion versus improvement needs/negative emotion during real time executive coaching sessions. A core aim of the study was to empirically test two central ICT propositions on the effects of using the coached person's Positive Emotional Attractor (vision/PEA) versus Negative Emotional Attractor (improvement needs/NEA) as the anchoring framework of a onetime, one-on-one coaching session on appraisal of 360° feedback and discussion of possible change goals. Eighteen coaching recipients were randomly assigned to two coaching conditions, the coaching to vision/PEA condition and the coaching to improvement needs/NEA condition. Two main hypotheses were tested. Hypothesis1 predicted that participants in the vision/PEA condition would show higher levels of expressed positive emotion during appraisal of 360° feedback results and disc...
Grounded in the findings from a case study of a nonprofit educational consulting firm that specia... more Grounded in the findings from a case study of a nonprofit educational consulting firm that specialized in math literacy reform and operated throughout the American South during the 1990s–early 2000s, this paper presents Generative Engagement (GE), a practice-centered process model on relational behavior that fosters prosocial interaction and collaboration among social identity groups in demographically diverse, highly stratified social environments. The paper describes the dynamic interplay between generativity and inclusivity, presents four different types of relational engagement that result from this interplay and offers five testable propositions. The paper concludes with a discussion on how cross-boundary leaders, work teams, organizations, and communities can better understand, develop, and demonstrate generative relational behavior that enhances work group efficacy and sustains the greater public good. Along with encouraging scholarly exploration of GE, the generative engagem...
PurposeThe purpose of this paper is to develop an insight, through an examination of the American... more PurposeThe purpose of this paper is to develop an insight, through an examination of the American Civil Rights Movement and the Anti‐Apartheid Movement in South Africa, into how desired change occurs at a national or cultural level of social organization.Design/methodology/approachThe words and actions of two key figures in these national change movements are analyzed through the use of intentional change theory, and its constituent elements of discontinuous change, reference groups, the ideal self and emotional attractors.FindingsThe findings lead to the suggestion that great leaders, at times of national change, articulate a shared ideal or national vision and are primarily grounded in the positive emotional attractor. Furthermore, they appeal to their followers' cognition and affect.Research limitations/implicationsWhile these two figures are prominent historical figures in their respective change movements, it is naïve to suggest that they were solely responsible for the cha...
PurposeThe purpose of this paper is to explore the process by which individual change occurs.Desi... more PurposeThe purpose of this paper is to explore the process by which individual change occurs.Design/methodology/approachThis conceptual paper presents the intentional change theory (ICT) perspective on the role of positive and negative emotion in individual level intentional change. Existing emotion research is reviewed to provide a framework for discussion.FindingsICT offers a new understanding on the role of positive and negative emotion in the process of intentional change. The positive emotional attractor (PEA) triggers constructive cognitive and physiological responses that enhance an individual's motivation, effort, optimism, flexibility, creative thinking, resilience and other adaptive behaviors. The negative emotional attractor (NEA) triggers another process by calling attention to current social and environmental stressors that may compromise an individual's effectiveness. While both emotional attractors play an important role in intentional change, it is critically...
The discredit of a certain brand of capitalism – and the managers that practice it – continues ap... more The discredit of a certain brand of capitalism – and the managers that practice it – continues apace. The increasing lack of tolerance for short-term thinking and a systematic neglect of the social, regulatory, and economic conditions in which business ought to operate means we are entering a time of trouble and questions – an era of economic, social, and environmental turbulence.There is a critical need for business educators and trainers to expose students and managers to these issues to examine, explore, and understand the different multifaceted, complex phenomena of our late capitalist era. There is also a need to foster a climate for future and current business managers to reflect, feel, and think differently both ethically and cognitively. The 16 innovative case studies in The Dark Side: Critical Cases on the Downside of Business are designed for this very purpose: to provoke reflection and debate; to challenge and change perceptions; and to create responsible managers.The cases are innovative in two ways. First, in terms of content they acknowledge the diversity of actors and interests in and around organizations. They contain different levels of analysis, and propose different points of view and logics. They recognize that decisions that seem sound when they are made may actually contain the seeds of their later failure. Second, these cases are innovative in terms of format. Whereas most cases are formatted around decision-making situations, these are more diverse and open-ended. This stimulates the use of judgment – the capacity to synthesize, integrate, and balance short- and long-term effects, appreciate effects on different groups, and learn to listen and evaluate. Whereas decision-making is the key skill when confronting complicated issues and situations, judgment-making relies on experience and is a far better tool in the complex, murky, gray areas typical of business ethics.The cases included here are all finalists or award-winners from the first seven years of the Dark Side of Business Case Competition, a joint event of the Academy of Management\u27s Critical Management Studies Section and Management Education Section. In many areas of management, case studies are almost exclusively devoted to best practice cases or difficult decisions faced by basically well-managed firms. When educators look for resources to illustrate to students the more typical cases, let alone the really scandalous practices of the worst firms, the cupboard is almost entirely bare. From the beginning, the Dark Side competition aimed at encouraging case studies that integrate socio-political issues with organizational dynamics, thus contextualizing organizational and management problems within the broader system of capitalism.These cases comprise a diverse and rich collection from a range of countries, continents, and issues and focus on interactions in business organizations as well as between business organizations and groups and societies. The Dark Side: Critical Cases on the Downside of Business is divided into four sections. The first sheds light on gray areas in the behavior of businesses. The second concerns the interactions between business and local communities in diverse countries. The third concerns crises, and specifically how firms may create or manage them. Finally, the fourth section concerns gray areas in business behavior in the global context
This chapter provides an overview of how a leadership competency approach grounded in emotional a... more This chapter provides an overview of how a leadership competency approach grounded in emotional and social intelligence can help educators promote career readiness for students. Strategies and approaches for building leadership competencies will be reviewed.
By ANITA ROGERS HOWARD Few research studies have tested hypotheses from an integrated, multilevel... more By ANITA ROGERS HOWARD Few research studies have tested hypotheses from an integrated, multilevel theoretical model on coaching intentional change. Drawing on Intentional Change Theory (ICT) and supporting cognitive emotion and social complexity perspectives on positive and negative affect, this dissertation presents the first empirical investigation on the differential impact of inducing positive emotion vs. negative emotion in real time executive coaching sessions. Nineteen coaching recipients were randomly assigned to two coaching conditions. In the PEA condition the coachee’s own hopes, strengths, desired future (the Positive Emotional Attractor) was the anchoring framework of a onetime, hour-long coaching session. In the NEA condition the coachee’s own perceived improvement needs, weaknesses, present reality (the Negative Emotional Attractor) was the anchoring framework. Two central ICT propositions were tested. Hypothesis1 predicted that PEA participants would show higher levels of positive emotion during appraisal of 360-degree feedback results and discussion of change goals than NEA participants. Hypothesis2 predicted that PEA participants would show lower levels of stress immediately after the coaching session than NEA participants.
Oral health is managed based on objective measures such as the presence and severity of dental ca... more Oral health is managed based on objective measures such as the presence and severity of dental caries and periodontal disease. In recent years, oral health researchers and practitioners have shown increasing interest in a widened array of physical, psychological, and social factors found to influence patients’ oral health. In this article, we introduce a behavior change coaching approach that can be used to enhance psychosocial diagnosis and client-centered delivery of health-promoting interventions. Briefly, this health coaching approach is based on an interactive assessment (both physical and psychological), a non-judgmental exploration of patients’ knowledge, attitudes, and beliefs, a mapping of patient behaviors that may contribute to disease progression, gauging patient motivation, and tailoring health communication to encourage health-promoting behavior change. Developed in a clinical setting, this coaching model is supported by interdisciplinary theory, research, and practice...
Drawing on intentional change theory (ICT; Boyatzis, 2006), this study examined the differential ... more Drawing on intentional change theory (ICT; Boyatzis, 2006), this study examined the differential impact of inducing coaching recipients' vision/positive emotion versus improvement needs/negative emotion during real time executive coaching sessions. A core aim of the study was to empirically test two central ICT propositions on the effects of using the coached person's Positive Emotional Attractor (vision/PEA) versus Negative Emotional Attractor (improvement needs/NEA) as the anchoring framework of a onetime, one-on-one coaching session on appraisal of 360° feedback and discussion of possible change goals. Eighteen coaching recipients were randomly assigned to two coaching conditions, the coaching to vision/PEA condition and the coaching to improvement needs/NEA condition. Two main hypotheses were tested. Hypothesis1 predicted that participants in the vision/PEA condition would show higher levels of expressed positive emotion during appraisal of 360° feedback results and disc...
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