Self-talk is a well-researched component of self-efficacy that is
frequently used as a motivation... more Self-talk is a well-researched component of self-efficacy that is frequently used as a motivational tool in sports. This study investigated how self-talk, as a component of entrepreneurship self-efficacy, relates to entrepreneurial motivation orientation. An online survey measured the self-talk valence of twenty-four entrepreneurs. Subsequently, interviews were conducted with the same entrepreneurs to collect narratives of their entrepreneurship start-up. The interview data were thematically coded and analysed. Links between the entrepreneurship motivation and the entrepreneurs’ net self-talk valence scores were plotted. The analysis suggests that those with positive self-talk typically had intrinsic motivation orientations, while those with negative scores had shared extrinsic motivational orientations. Contrary to the association of positive self-talk with motivation in sports, counterintuitively, negative self-talk’s link with motivation presents a novel finding. This finding is explained using the ‘push’ and ‘pull’ theories of entrepreneurial motivation. The study recommends deductive testing for this inductively explored relationship.
Building simplified models using prior information from experiences and learnings from reality is... more Building simplified models using prior information from experiences and learnings from reality is a natural propensity of the mind. Inputs from any new stimuli encountered are processed through mental models for quick action towards the stimuli, serving a vital purpose for survival. However, since mental models are created using prior information, they are susceptible to errors if the information is incomplete, false, miscommunicated, misinterpreted, or if correct information is ignored. They are also at risk of an oversimplification of reality, stale knowledge, as well as misapplication of knowledge. The role of leadership is argued to facilitate changes to the mental model of the followers, either by ‘exploitation’ of them for gradual refinement and sculpting or by ‘exploration’ of new mental models by shattering existing ones. The balancing act of ‘exploitation’ of current mental models and ‘exploration’ of new mental models is the paradox for leadership for achieving an optimal pace of change for leading followers into new paradigms. From a self-leadership perspective, limiting stumbling blocks to reform mental models and facilitate their evolution through enablers can allow for an optimal degree of flexibility in mental models to be aspired towards to ensure their continued usefulness.
Journal of Occupational and Environmental Medicine, Nov 5, 2021
Objective: Burnout differences between management and subordinates can affect preventative interv... more Objective: Burnout differences between management and subordinates can affect preventative interventions chosen by management. Our study investigated if these differences in experiences of burnout (1) are dimension specific (2) correspond to differences in perceptions of the effectiveness of burnout prevention methods. Methods: Two hundred thirty nine managers and 217 subordinates completed an online survey that categorized their self-reported experiences into the three dimensions of burnout and investigated their perceptions of the effectiveness of burnout prevention techniques. Results: Contrary to the literature, Swiss-German managers experienced greater exhaustion than subordinates. Despite this experiential difference, their perceived effectiveness of burnout prevention methods did not differ. Conclusions: Contextual differences explain dimension-specific differences in self-reported experiences of burnout at different hierarchal levels; however, these did not contribute to leader distance or perception gap either due to foundational or context-specific factors.
An instinctive in-grouping and out-grouping of people by our psyche is a form of an adaptive ‘fix... more An instinctive in-grouping and out-grouping of people by our psyche is a form of an adaptive ‘fixation’ that can lead to immense suffering for those excluded. Exposure to diversity is a foundational step to break free from this fixation, which has been supported by social movements pioneered by iconic leaders and is now vastly regulated through legislation, moral inclinations, as well as an acute recognition of the benefits of diversity to groups and organizations. Therefore, the role of leadership in enhancing diversity is proven and profound. However, the needs have now shifted to enhancing inclusion. While a concise definition of ‘inclusive leadership’ is under debate and overlaps yet differentiates itself from other forms of leadership, it is embedded in ensuring justice and equity, enabling people to belong to a group while helping them preserve their uniqueness, becoming conscious of one’s own privileges, as well as finding the voice to express our concerns and opinions skilfully when out-grouped. Inclusive leadership emanates at all levels in an organization, from top management to managerial levels, as well as at an employee level—from those belonging to privileged groups to those being out-grouped/marginalized. Collective leadership initiatives from all levels can allow for enhanced inclusivity.
Self-talk is a well-researched component of self-efficacy that is
frequently used as a motivation... more Self-talk is a well-researched component of self-efficacy that is frequently used as a motivational tool in sports. This study investigated how self-talk, as a component of entrepreneurship self-efficacy, relates to entrepreneurial motivation orientation. An online survey measured the self-talk valence of twenty-four entrepreneurs. Subsequently, interviews were conducted with the same entrepreneurs to collect narratives of their entrepreneurship start-up. The interview data were thematically coded and analysed. Links between the entrepreneurship motivation and the entrepreneurs’ net self-talk valence scores were plotted. The analysis suggests that those with positive self-talk typically had intrinsic motivation orientations, while those with negative scores had shared extrinsic motivational orientations. Contrary to the association of positive self-talk with motivation in sports, counterintuitively, negative self-talk’s link with motivation presents a novel finding. This finding is explained using the ‘push’ and ‘pull’ theories of entrepreneurial motivation. The study recommends deductive testing for this inductively explored relationship.
Building simplified models using prior information from experiences and learnings from reality is... more Building simplified models using prior information from experiences and learnings from reality is a natural propensity of the mind. Inputs from any new stimuli encountered are processed through mental models for quick action towards the stimuli, serving a vital purpose for survival. However, since mental models are created using prior information, they are susceptible to errors if the information is incomplete, false, miscommunicated, misinterpreted, or if correct information is ignored. They are also at risk of an oversimplification of reality, stale knowledge, as well as misapplication of knowledge. The role of leadership is argued to facilitate changes to the mental model of the followers, either by ‘exploitation’ of them for gradual refinement and sculpting or by ‘exploration’ of new mental models by shattering existing ones. The balancing act of ‘exploitation’ of current mental models and ‘exploration’ of new mental models is the paradox for leadership for achieving an optimal pace of change for leading followers into new paradigms. From a self-leadership perspective, limiting stumbling blocks to reform mental models and facilitate their evolution through enablers can allow for an optimal degree of flexibility in mental models to be aspired towards to ensure their continued usefulness.
Journal of Occupational and Environmental Medicine, Nov 5, 2021
Objective: Burnout differences between management and subordinates can affect preventative interv... more Objective: Burnout differences between management and subordinates can affect preventative interventions chosen by management. Our study investigated if these differences in experiences of burnout (1) are dimension specific (2) correspond to differences in perceptions of the effectiveness of burnout prevention methods. Methods: Two hundred thirty nine managers and 217 subordinates completed an online survey that categorized their self-reported experiences into the three dimensions of burnout and investigated their perceptions of the effectiveness of burnout prevention techniques. Results: Contrary to the literature, Swiss-German managers experienced greater exhaustion than subordinates. Despite this experiential difference, their perceived effectiveness of burnout prevention methods did not differ. Conclusions: Contextual differences explain dimension-specific differences in self-reported experiences of burnout at different hierarchal levels; however, these did not contribute to leader distance or perception gap either due to foundational or context-specific factors.
An instinctive in-grouping and out-grouping of people by our psyche is a form of an adaptive ‘fix... more An instinctive in-grouping and out-grouping of people by our psyche is a form of an adaptive ‘fixation’ that can lead to immense suffering for those excluded. Exposure to diversity is a foundational step to break free from this fixation, which has been supported by social movements pioneered by iconic leaders and is now vastly regulated through legislation, moral inclinations, as well as an acute recognition of the benefits of diversity to groups and organizations. Therefore, the role of leadership in enhancing diversity is proven and profound. However, the needs have now shifted to enhancing inclusion. While a concise definition of ‘inclusive leadership’ is under debate and overlaps yet differentiates itself from other forms of leadership, it is embedded in ensuring justice and equity, enabling people to belong to a group while helping them preserve their uniqueness, becoming conscious of one’s own privileges, as well as finding the voice to express our concerns and opinions skilfully when out-grouped. Inclusive leadership emanates at all levels in an organization, from top management to managerial levels, as well as at an employee level—from those belonging to privileged groups to those being out-grouped/marginalized. Collective leadership initiatives from all levels can allow for enhanced inclusivity.
Values-Driven Entrepreneurship and Societal Impact, 2021
Does entrepreneurship or employment allow for happier personnel in business organizations? Resear... more Does entrepreneurship or employment allow for happier personnel in business organizations? Research conducted in South Africa indicates a statistically significant correlation - that earlier stages of an organizational life cycle are associated with happier personnel in the organization. Additionally, in respect of locus of control, scholars have largely concluded that internality is strongly associated with successful entrepreneurship and externality with lower levels of well-being. So, does this entail that traits borne by internals are the key to successful entrepreneurship and happiness at work? While scholars have largely agreed with the hypothesis, research conducted in South Africa revealed no relationship between earlier stages of an organizational life cycle and locus of control expectancy. Examining the nuances, small firms which incorporate innovative strategies in stable industries are ideally suited for internals when the following are present: (a) space for pro-activity, (b) opportunities to follow a high-risk strategy, and (3) when internals can have personal, direct control, whereas their external counterparts tend to prefer low-cost strategies in dynamic industries due to their ability to manoeuvre well in chance-dependent scenarios. Hence, rather than an overall preference of internality to entrepreneurship and happiness at work, research is now indicating that there is a best-fit of locus of control expectancy with the environment, strategy and industry.
Values-Driven Entrepreneurship and Societal Impact, 2021
Does entrepreneurship or employment allow for happier personnel in business organizations? Resear... more Does entrepreneurship or employment allow for happier personnel in business organizations? Research conducted in South Africa indicates a statistically significant correlation that earlier stages of the organizational life cycle are associated with happier personnel in the organization. Additionally, in respect of locus of control, scholars have largely concluded that internality is strongly associated with successful entrepreneurship and externality with lower levels of well-being. So, does this entail that traits borne by internals are the key to successful entrepreneurship and happiness at work? While scholars have largely agreed with the hypothesis, research conducted in South Africa revealed no relationship between earlier stages of organizational life cycle and locus of control expectancy. Examining the nuances, small firms which incorporate innovation, are pro-activity, follow a high-risk strategy, and require personal direct control are ideally suited for internals, who tend to follow innovative strategies in stable industries, whereas their external counterparts tend to prefer low-cost strategies in dynamic industries due to their ability to manoeuvre well in chance-dependent scenarios. Hence, rather than an overall preference of internality to entrepreneurship and happiness at work, research is now indicating that there is a best-fit of locus of control expectancy with the environment, strategy and industry.
Uploads
Papers by Dr. Babar Dharani
frequently used as a motivational tool in sports. This study
investigated how self-talk, as a component of entrepreneurship
self-efficacy, relates to entrepreneurial motivation orientation. An
online survey measured the self-talk valence of twenty-four
entrepreneurs. Subsequently, interviews were conducted with the
same entrepreneurs to collect narratives of their entrepreneurship
start-up. The interview data were thematically coded and
analysed. Links between the entrepreneurship motivation and the
entrepreneurs’ net self-talk valence scores were plotted. The analysis
suggests that those with positive self-talk typically had intrinsic
motivation orientations, while those with negative scores had
shared extrinsic motivational orientations. Contrary to the association
of positive self-talk with motivation in sports, counterintuitively,
negative self-talk’s link with motivation presents a novel finding.
This finding is explained using the ‘push’ and ‘pull’ theories of
entrepreneurial motivation. The study recommends deductive
testing for this inductively explored relationship.
frequently used as a motivational tool in sports. This study
investigated how self-talk, as a component of entrepreneurship
self-efficacy, relates to entrepreneurial motivation orientation. An
online survey measured the self-talk valence of twenty-four
entrepreneurs. Subsequently, interviews were conducted with the
same entrepreneurs to collect narratives of their entrepreneurship
start-up. The interview data were thematically coded and
analysed. Links between the entrepreneurship motivation and the
entrepreneurs’ net self-talk valence scores were plotted. The analysis
suggests that those with positive self-talk typically had intrinsic
motivation orientations, while those with negative scores had
shared extrinsic motivational orientations. Contrary to the association
of positive self-talk with motivation in sports, counterintuitively,
negative self-talk’s link with motivation presents a novel finding.
This finding is explained using the ‘push’ and ‘pull’ theories of
entrepreneurial motivation. The study recommends deductive
testing for this inductively explored relationship.