The wiley blakwell handbook of psychology

The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development Wiley-Blackwell Handbooks in Organizational Psychology Series Editor: Jonathan Passmore The aim of the Wiley-Blackwell Handbooks in Organizational Psychology is to create a set of uniquely in-depth reviews of contemporary research, theory and practice across critical sub-domains of organizational psychology Series titles will individually deliver the state-of-the-art in their discipline by putting the most important contemporary work at the  fingertips of academics, researchers, students and practitioners Over time, the series will  grow in into a complete reference for those seeking to develop a comprehensive understanding of the field Books in the series The Wiley-Blackwell Handbook of the Psychology of Coaching and Mentoring Edited by Jonathan Passmore, David B Peterson, and Teresa Freire The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development Edited by H Skipton Leonard, Rachel Lewis, Arthur M Freedman, and Jonathan Passmore The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development Edited by H Skipton Leonard, Rachel Lewis, Arthur M Freedman, and Jonathan Passmore A John Wiley & Sons, Ltd., Publication This edition first published 2013 © 2013 John Wiley & Sons, Ltd Wiley-Blackwell is an imprint of John Wiley & Sons, formed by the merger of Wiley’s global Scientific, Technical and Medical business with Blackwell Publishing Registered Office John Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, UK Editorial Offices 350 Main Street, Malden, MA 02148-5020, USA 9600 Garsington Road, Oxford, OX4 2DQ, UK The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, UK For details of our global editorial offices, for customer services, and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com/wiley-blackwell The right of H Skipton Leonard, Rachel Lewis, Arthur Freedman, and Jonathan Passmore to be identified as the authors of the editorial material in this work has been asserted in accordance with the UK Copyright, Designs and Patents Act 1988 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior permission of the publisher Wiley also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books Designations used by companies to distinguish their products are often claimed as trademarks All brand names and product names used in this book are trade names, service marks, trademarks or registered trademarks of their respective owners The publisher is not associated with any product or vendor mentioned in this book This publication is designed to provide accurate and authoritative information in regard to the subject matter covered It is sold on the understanding that the publisher is not engaged in rendering professional services If professional advice or other expert assistance is required, the services of a competent professional should be sought Library of Congress Cataloging-in-Publication Data The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development / edited by H Skipton Leonard [et al.] p cm Includes index ISBN 978-1-119-97657-8 (cloth) Leadership–Psychological aspects Organizational change I Leonard, H Skipton II Title: Handbook of the psychology of leadership, change and organizational development BF637.L4W4695 2012 658.4′092019–dc23 2012029594 A catalogue record for this book is available from the British Library Cover image: White dominoes on a white background © Steve Goodwin/iStockphoto Cover design by www.cyandesign.co.uk Set in 9.5/12pt Galliard by SPi Publisher Services, Pondicherry, India 2013 Contents About the Editors About the Contributors Foreword Series Preface Railway Children Part I The Role of Psychology in Leadership, Change, and Organization Development H Skipton Leonard, Rachel Lewis, Arthur M Freedman, and Jonathan Passmore Leadership A Critical Review of Leadership Theory Beverly Alimo-Metcalfe Evidence-based Management and Leadership Rob B Briner and Neil D Walshe Psychodynamic Issues in Organizational Leadership Manfred F.R Kets de Vries, Elizabeth Florent-Treacy, and Konstantin Korotov Do I Trust You to Lead the Way? Exploring Trust and Mistrust in Leader–Follower Relations Michelle C Bligh and Jeffrey C Kohles Leader–Culture Fit: Aligning Leadership and Corporate Culture Gary N Burns, Lindsey M Kotrba, and Daniel R Denison When Leaders are Bullies: Concepts, Antecedents, and Consequences Ståle Einarsen, Anders Skogstad, and Lars Glasø Leadership and Employee Well-being Emma Donaldson-Feilder, Fehmidah Munir, and Rachel Lewis vii ix xv xvii xix 13 15 49 65 89 113 129 155 vi Contents Transformational Leadership and Psychological Well-being: Effects on Followers and Leaders Kara A Arnold and Catherine E Connelly 10 Making the Mindful Leader: Cultivating Skills for Facing Adaptive Challenges Jeremy Hunter and Michael Chaskalson 11 The Future of Leadership David V Day and John Antonakis Part II 12 13 14 15 16 17 18 Part III 19 20 21 Index Change The History and Current Status of Organizational and Systems Change H Skipton Leonard Positive Psychology and Appreciative Inquiry: The Contribution of the Literature to an Understanding of the Nature and Process of Change in Organizations Stefan P Cantore and David L Cooperrider Participation and Organizational Commitment during Change: From Utopist to Realist Perspectives Rune Lines and Marcus Selart Developmental Approaches for Enhancing Organizational Creativity and Innovation Jane Henry Individual Readiness for Organizational Change Myungweon Choi and Wendy E.A Ruona Towards an Integration of Stage Theories of Planned Organizational Change Janice M Prochaska, James O Prochaska, and Dustin Bailey Culture and Change in Developing Western Countries Anthony Montgomery Organizational Development A Critical Review of Organization Development Bernard Burnes The Application of Systems Theory to Organizational Diagnosis Arthur M Freedman Organizational-development Research Interventions: Perspectives from Action Research and Collaborative Management Research David Coghlan and A.B (Rami) Shani 175 195 221 237 239 267 289 313 331 347 357 379 381 405 443 461 About the Editors H Skipton Leonard, PhD is on the faculty of the Carey Business School at Johns Hopkins University, where he lectures on leadership, strategic talent management, and organizational development He is also a Professorial Lecturer in the School of Human and Organizational Learning at the George Washington University Dr Leonard is Principal and Managing Director for Learning Thru Action, a global consultancy that provides action based training and organizational development solutions He is also an Emeritus member of the Board of Directors of the World Institute for Action Learning, a nonprofit training and certification organization with 17 affiliates in continents around the global A Fellow in the American Psychological Association, Dr Leonard is also a PastPresident of the Society of Consulting Psychology and the founding editor of Consulting Psychology Journal Rachel Lewis, PhD, CPsychol is a registered Occupational Psychologist She is a senior lecturer in Occupational Psychology at Kingston Business School as well as being a Director of Affinity Health at Work, a niche occupational health psychology consultancy Her research focuses on the link between leadership and employee well-being She combines her academic career with regular conference speaking, consultancy, and training, focusing on the links between leadership, management, and employee well-being Arthur M Freedman, PhD is an emeritus member of the board of directors of the World Institute for Action Learning consulting organizational psychologist who has received many national and international awards for his contributions to the discipline He is a founder and board member of the World Institute of Action Learning He consults for public- and private-sector organizations around the globe He is an Adjunct Professor at the Carey Business School, Johns Hopkins University, and a Visiting Scholar at the Center for Organizational Dynamics, University of Pennsylvania He is a Fellow in Divisions 13 (Consulting Psychology) and 52 (International Psychology), American Psychological Association, and is a Past-President of the Society of Psychologists in Management viii About the Editors Jonathan Passmore, DOccPsych is a chartered psychologist with five degrees and an international reputation for his work in coaching and leadership He has wide business and consulting experience, having worked for PricewaterhouseCoopers and IBM Business Consulting and as a chief executive and company chairman He has published 14 books on the themes of leadership, personal development, and change, including the Association for Coaching series of coaching titles, which he edited, and the best selling ‘Top Business Psychology Models’ He speaks widely at conferences across the world, from the USA to Europe and Asia He has published over 20 peer reviews, 50 papers in practice-based journals, and some 20 book chapters He was awarded the AC Global Coaching Award for his contribution to practice and research in 2010 and the British Psychology Society SGCP Research Award in 2012 for his research into the psychology of safety and driver learning He currently works in consulting Jonathan lives with his wife and two small children in the UK In his spare time he keeps bees and likes to swim and walk He can be contacted at jonathancpassmore@yahoo.co.uk About the Contributors Beverly Alimo-Metcalfe is Professor of Leadership at the University of Bradford, School of Management, UK and Emeritus Professor at the University of Leeds, UK She and colleagues established Real World Group after undertaking one of the largest gender- and ethnic-inclusive studies of leadership The company undertakes research, instrument development, and consultancy in leadership, culture, and diversity in the UK and abroad John Antonakis is Professor of Organizational Behaviour in the Faculty of Business and Economics of the University of Lausanne, Switzerland Professor Antonakis’ research is currently focused on predictors and outcomes of leadership, leadership development, strategic leadership, and social cognition, as well as on causality He has published over 35 book chapters and articles, including in journals such as in Science, The Leadership Quarterly, Journal of Operations Management, Human Relations, and Personality and Individual Differences, among others He has co-edited two books: The Nature of Leadership, and Being There Even When You Are Not: Leading through Strategy, Structures, and Systems Antonakis is Associate Editor of The Leadership Quarterly, and is on the editorial boards of the Academy of Management Review, Human Relations, Leadership, Organizational Psychology Review, Organizational Research Methods, and Journal of Management Studies Kara A Arnold is an Associate Professor of Organizational Behaviour and Human Resource Management at the Faculty of Business Administration at Memorial University, NL, Canada Her research focuses on transformational leadership, employee well being, and gender issues in management and has been published in a number of leading journals Dustin Bailey is a Research Assistant at Pro-Change Behavior Systems, Inc He graduated from Providence College with a BA in Psychology and Spanish Current areas of work include quality improvement of TTM interventions and research support for grant writing and publishing Michelle Bligh is Associate Professor at Claremont Graduate University, CA, USA Her research interests include charismatic leadership, trust, and gender Her work appears in x About the Contributors Journal of Applied Psychology, Leadership, Leadership Quarterly, Organizational Behavior and Human Decision Processes, and she serves on the editorial review boards of The Leadership Quarterly and Leadership Bernard Burnes is Professor of Organisational Change and Head of the Organizational Psychology Group in the Manchester Business School at the University of Manchester He is one of the leading international authorities on organizational change He trained as an engineer, and holds a BA (Hons) in Economic and Social History and a PhD in Organisational Psychology He is the author of over 90 articles and book chapters and some 21 books, including the best-selling Managing Change, 5th edition His article “Kurt Lewin and the Planned Approach to Change: A Re-appraisal” (Journal of Management Studies, 41(6), 977–1002) received a Citation of Excellence as one of the top 50 management articles in the world in 2004 and has been reprinted twice Bernard is the Editor of the Routledge book series Understanding Organisational Change, Joint Editor of the Routledge Companion to Organizational Change, and Associate Editor of the Journal of Change Management His research and teaching cover organizational change in its broadest sense In particular, he is concerned with the way in which different approaches to change promote or undermine the development of ethical behavior in organizations Gary N Burns is an Assistant Professor at Wright State University, OH, USA and director of the Workplace Personality Project laboratory Dr Burns’ published work focuses on understanding the intersection between individual differences and workplace environments and how these interact to affect both the worker and the workplace Stefan P Cantore is a Senior Teaching Fellow in Organisational Behaviour and Human Resource Management at the University of Southampton Management School, UK He also acts as a consultant in leadership and organizational development His passion is to help leaders and organizations use conversation as a process for change He is a qualified coach and has Masters Degrees in both People and Organisational Development and Business Administration He is currently researching the nature and practice of conversational consulting as a Doctoral Candidate at Middlesex University, UK Michael Chaskalson is the founder and Chief Executive of Mindfulness Works Ltd and author of The Mindful Workplace (Wiley-Blackwell, 2011) He is a member of the core team at the Centre for Mindfulness Research and Practice at Bangor University, UK, where he is an honorary lecturer in the School of Psychology Myungweon Choi is an Assistant Professor of Business Administration at Ajou University, South Korea Her primary research focus is on organizational development and leadership development Her research has appeared in Human Resource Management, Asia Pacific Journal of Human Resources, and Human Resource Development Review David Coghlan is Professor of Organization Development at the Business School, Trinity College Dublin, Ireland and is a Fellow of the College He has published over 70 articles and book chapters in the area of organizational development and action research His Doing Action Research in your Own Organization (1st edition 2000, 2nd edition 2005, 3rd edition 2010) is used throughout the world Other recent books include Organizational Change and Strategy (Routledge, 2006) and Collaborative Strategic Improvement through Index 360-degree feedback 76, 118, 249, 318 3M 322, 323 absenteeism and abusive supervision 136 and employee engagement 32 and organizational commitment 295 and person–organization fit 116 and workplace bullying 136, 138 see also sickness absence; work attendance abusive supervision 129–46 and destructive leadership 133 and employee stress 157–8 and employee well-being 157–8 antecedents 138–45 defined 131, 157–8 future research 145–6 individual consequences 134–6 intentionality 132–3 organizational consequences 136–7 organizational cost 138 prevalence 129 action learning 243, 246, 451–2 action research 247 and appreciative inquiry 277–8 and organizational development 382, 386–7, 444–5, 452–3 adaptive challenges 196–7, 204 adaptive cost theory 188 adaptive leadership 196–8, 212 affect and transformational leadership 180–4 negative 179, 181, 204 positive 136, 181, 186, 204 see also affect-based trust; emotions; negative affectivity (NA) affect-based trust 96, 99, 105 affective commitment 99, 290, 296 affective well-being 156, 180–3, 188 age 99–100 aggression 137 and hostile attribution style 141 and intent 132–3 and negative affectivity 140 and stress 142 displacement of 142–3 predictors of 140 agreeableness 140, 141, 143, 189 AI see appreciative inquiry Albania 364–5 ALQ see Authentic Leadership Questionnaire alternative future scenarios 429 altruism 29, 97, 98, 279 amygdala 201 anger-hostility 206–7 see also trait anger The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development, First Edition Edited by H Skipton Leonard, Rachel Lewis, Arthur M Freedman and Jonathan Passmore © 2013 John Wiley & Sons, Ltd Published 2013 by John Wiley & Sons, Ltd 462 Index anxiety and abusive supervision 158 and mindfulness training 206–7 and return to work 162 and social defenses 71–2 appearance 230 Apple 256, 323 applied clinical practice 74 appreciative inquiry (AI) 4-D cycle 281–2 and organizational change 276–85 and organizational development 393 and positive psychology 272–3, 275, 279–80, 283 and second-order change 255 definitions of 270–1 principles of 278 underpinning theories 271–2 Aristotle 276 attachment/affiliation need system 68 attention 205, 208–9, 213 attraction–selection–attrition process 121 attributions 141–2 attribution style 140–1 authenticity 29, 76, 95 authentic leadership 29–30, 75, 76 and employee engagement 165 and mindfulness 214 and organizational citizenship behavior 165 and trust 92 Authentic Leadership Questionnaire (ALQ) 29–30, 214 authentizotic organizations 81 authoritarianism 139, 141 autocracy–democracy study 383 autocratic leadership 161, 383 automaticity 199–201 back pain 160 balanced processing 30 BAS see behavior activation system behavior activation system (BAS) 208 behavior inhibition system (BIS) 208 behaviorism 222, 257–8 benchmarking 321 benevolence 75, 90, 92, 93, 95–6, 104 Bertalanffy, Ludwig von 411 Big Five factors 140 biographical details 28–9 Bion, Wilfred 71, 72 BIS see behavior inhibition system BP (company) 317 BPR see business process reengineering brain effects of mindfulness training on 199, 204–8, 211 limbic and cortical structures 259 reactions associated with amygdala 201 brainstorming 314 bribery 29 Bridger, Harold 418 Brodsky, Carroll M 130 Brown, Wilfred 73 Bulgaria 362–3, 367, 368, 369 bullying see workplace bullying bureaucracy 72, 256, 315 Burke, W Warner 423–5 burnout among physicians 371 and abusive supervision 158 and charismatic leadership 179 and employee stress 177–80 and job stress 178 and supportive leadership 158 and transformational leadership 177–80, 184–8 leader 187–8 business process reengineering (BPR) 326 business schools 26 business students 28 “butterfly” effect 256 cancer 163, 203 cardiovascular disease 134 see also coronary heart disease catharsis 103 causal-reasoning theory (CRT), of CWR 141 CCRTs see core conflictual relationship themes centralization 299, 364 CEOs 23, 146 change adapting to 195–6 agents of 240–1 and appreciative-inquiry 276–85 and bullying 144–5 and chaos theory 256–7 and complexity theory 256–7, 360 and employee stress 156, 297 and general systems theory 250–2, 359–60 and health care industry 368–71 and learning 359, 360 and neuroscience 258–60 and organizational commitment 295–9 Index and participation 248–9, 293–4, 297–9, 333, 338 and positive psychology 278–80, 282–5 as inherent in human action 331 attitudes towards 294, 296, 297, 298, 332–41, 361 behavioral models 257–8 bottom-up 243, 389 commitment to 293, 294, 296–7, 303–4, 333, 335–6 common patterns of 352 concern-based adoption model 337 Confucian approach to 239 conversational approaches to 284 crisis/threat-driven 241, 242 cynicism towards 293, 294, 333, 336 descriptive models 243 dialectic model 244 dynamic models 243–4 emergent 390–91 evolutionary 242, 244, 298, 302, 323 failure rate 331 first-order 253, 254, 256 “garbage can” model of 349–2 Heraclitus of Ephesus on 239 incremental 324–5 in developing Western countries 357–8, 360–72 innovation–decision-process model 337 Lewinian approach to 245–50, 260, 333–5, 347–50, 359 life cycle model 244 management 244, 246, 248 objects of 240 openness to 333, 336 perceptions of control over 100 postmodernist perspective 268, 277 psychoanalytic approaches to 258 radical 298–9, 325–6 readiness for 295, 331–3, 336–41, 353–4, 406 resistance to 294, 304, 332–4 second order 253–6 “slash and burn” approach 390, 396 success rate 240 teleological model 244 theories of 244–60, 347–50, 358–60 top-down 242–3, 389 transtheoretical model 257–8, 350–4, 383 voluntary 241 change-related communication 297 Changing Culture of a Factory 73 chaos theory 256–7 charisma and CEOs 23 and burnout 178, 179, 187 and positive emotions 187 dark side of 23 definitions of 225 see also charismatic leadership; idealized influence charismatic leadership 21–5 and burnout 179 and employee engagement 165 and organizational citizenship behavior 165 and positive emotions 180–1 and trust 91 see also charisma chronic stress 203 civic virtue 97, 295, 302 Civilization and its Discontents 72 clinical paradigm 68–9 cognition-based trust 99, 105 cognitive ability 213 cognitive control 205, 209, 212 cognitive dissonance 249 see also dissonance cohesion 180, 184 see also group cohesiveness collaborative management research 444–5, 452–3 collectivism 105, 106, 144 communication and return to work process 162–3 change-related 297 symmetrical 253 community of inquiry 453 competence leader’s 75, 90, 92, 104, 303 perceived personal 338 complementary fit 121–3 complexity-leadership theory 114 complexity theory 256–7, 268, 360, 393 concern-based adoption model 337 conflict and laissez faire leadership 157 and transformational leadership 157 between organizations and social systems 244 interpersonal 97, 141, 144 relationship 142, 206 with supervisors 141, 290 work-family 134 see also role conflict 463 464 conflict-management style 96–7 Confucius 239 conscientiousness 97, 101, 140 contingency theory 19–21, 74, 125, 223 contingent reward 21, 23 continuance commitment 296 continuous improvement 324, 325 core conflictual relationship themes (CCRTs) 68 coronary heart disease 163 see also cardiovascular disease corrective emotional moments 78 corruption 29 counterproductive work behavior (CWB) and abusive supervision 136–7, 140 and attribution style 141 and Big Five factors 140 and locus of control 142 and organizational justice 143 and workplace bullying 136–7, 140 causal-reasoning theory of 141 defined 137 stressor-emotion model 141 courtesy 97 creative destruction 242, 244 “creative swiping” 321 creative-thinking programs 314 creativity and bullying 138 and commitment to change 303–4 and employee development 317–19 and experience 314–15 and idea development 321–2 and mental flexibility 314 and mindfulness training 207–8 and organizational culture 315–17 and organizational structure 319–21 and process improvement 324–6 and trust in leadership 105 developing 313–26 critical-incident methodology 100, 165 Croatia 366, 369 CRT see causal-reasoning theory culture learning 115 safety 114 see also culture-change programs; leader–culture fit; national culture; open cultures; organizational culture culture-change programs 316–17 see also culture CWB see counterproductive work behavior Index cybernetics 247, 412 cynicism and transformational leadership 179 towards change 293, 294, 333, 336 Czech Republic 365–6 danger-ratio effect 144 decisional balance 350–3 decision-making and mindfulness training 207 data-based 246 participative 93, 96, 248–9, 387 defensive responses 436 demands–ability fit 117 democracy 201 industrial 73 see also autocracy–democracy studies democratic leadership 31 denial 72 Denison model 124 dependency assumption 71 depersonalization 179, 186, 187 depression 141, 143 and abusive supervision 158 and return to work 162 and sickness absence 160, 162 and transformational leadership 183 and workplace bullying 134 destructive leadership 133, 140, 145 see also abusive supervision; negative leadership; workplace bullying developing Western countries health care industry 368–71 organizational change in 357–8, 360–72 Dewey, John 359, 372 differentiation 77, 251, 414–16 diffusion of innovation theory 348, 354 disability 231 displacement 72 dissonance 203–4, 249 distress 202–3 and mindfulness 206, 210, 211 distributed leadership 30–2 distributive justice 93, 95–6, 143 distrust 104 divergent thinking 314 diversity 230–1 dominance 17, 18, 23, 143 double-loop learning 254, 256, 318 Dutton Engineering 319, 320 dynamic equilibrium 242, 246, 251 Index EBMgt see evidence-based management education 299–300, 318, 359 see also education sector; leadership development; organizational learning education sector 31, 59, 294 see also education effective leadership 19, 27–8, 34, 65, 115, 120, 159, 202 elitism 24 ELS see Ethical Leadership Scale ELW see Ethical Leadership at Work Questionnaire emergent change 390–91 emotional abuse 130, 132, 134 see also abusive supervision; workplace bullying emotional contagion 180, 182 emotional exhaustion 136, 179, 180, 186, 187 emotional intelligence 75, 76, 81, 273 emotional labor 188–9 emotional stability 140, 279 emotional support 159, 202 emotion regulation 181, 199, 205, 209, 212 emotions 68–9 negative 72, 140, 142, 181, 206, 284 positive 75, 180–1, 187, 272, 273 see also affect, emotion regulation empathy 70, 91, 206–7 employee development 7, 96, 317–19 employee engagement and leadership 163–5 and participation 248 and supervisory support 164 defined 163 positive organizational outcomes of 32 employee personality 185 employee retention 157 employee strain 159, 166 employee stress and abusive supervision 157–8 and burnout 177–80 and leadership 156–9, 180 and organizational change 156, 297 and organizational development 156 and sickness absence 156 and supervisory support 162, 175–6 and workplace bullying 134–6 in developing Western countries 370 see also job stress; stress employee well-being and authenticity 29 and engagement 32 and leadership 155–68 465 and leadership development programs 165–7 and supervisory behavior 175–6 and workplace bullying 134 see also health; psychological health; psychological well-being employment status 179, 185 empowerment and complementary leader–culture fit 121–2 and creativity 317–18 and in-role performance 100 and leadership 101, 157, 297, 304 and managerial trust 91 endogeneity 226–8 engagement see employee engagement engaging leadership 32–5 Enron 25, 92 entropy 250, 435 equifinality 252 ethical guidance 27 ethical leadership 25–9 Ethical Leadership at Work Questionnaire (ELW) 27, 30 Ethical Leadership Scale (ELS) 27, 30 ethical stewardship 92 ethics 28, 97 ethnicity 24 eustress 202–3 evidence sources of 52–3, 60, 57 types of 52–3, 58, 61 use of 49–50, 56–7 evidence-based management (EBMgt) 49–62 and leaders 57–9 and organizations 53–5 costs and benefits 59–60 defined 52–3 future research 60–1 history of 51–2 evidence-based medicine 50–1 evidence-based practice 49–51 see also evidence-based management (EBMgt) evolutionary change 298, 302, 323 evolutionary game theory 230 evolutionary psychology 259–60 executive coaching 78, 82, 258 executive functions 213, 259 expansion 241, 251 experience and attitudes towards change 333 and creativity 314–15 466 experiential focus 206 exploration/assertion need system 68 external encoders 205 extroversion 140, 189 fairness 27, 96, 298, 302 feedback 360-degree 76, 118, 249, 318 and action research model 247 negative 251, 412 organizing data from 432–3 positive 251, 412 feedback loops 247, 412 Festinger, Leon 249 field research 247 field theory 245–6, 250, 394 fight–flight assumption 71 fine-tuning 298 first-order change 253, 254, 256 fit complementary 121–3 concept of 116 demands–ability 117 needs–supply 117 objective 118–19 perceived 118–19 person–environment (P–E) 116, 120, 124, 424 person–organization 115–17, 121 person–supervisor 116, 117 person–vocation 116 subjective 118–19 supplementary 121–3 see also leader–culture fit Five-facet Mindfulness Questionnaire 214 folie deux 70–1 force-field analysis 242, 246, 247 Freedman, Artur M 427–35 Freud, Sigmund 67 frustration 182 gender and ethics 28 and leadership 18, 24, 231 and sickness absence 160, 161 and socialist systems 367–8 general empirical method 446–7, 450–2 General Motors (GM) 200, 212 general systems theory (GST) 242, 250–2, 359–60, 411–12 generativity 272 Germany 315 Index Gestalt psychology 245, 257, 394 Glacier project 73 Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Project 24, 35, 161 GLOBE Project see Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Project goal internalization 99 Google 256, 319, 321, 322 Greece 363–4, 368, 369, 370 grounded theory 33, 349 group cohesiveness 249 see also cohesion group dynamics 246, 387 see also participative management groups shadow side of 71 theory of 252, 253 see also peer group coaching; person–group fit; T-groups GST see general systems theory happiness 157, 273, 276, 279 Harassed Worker, The 130 Hard Facts, Dangerous Half-Truths and Total Nonsense 51–2 Harwood Manufacturing Corporation 386, 388 HAS see hostile attribution style Hawthorne effect 249 health and abusive supervision 158 and workplace bullying 135–6, 158 mental 159, 163, 180–6 see also employee well-being; psychological health; psychological well-being health-care industry 368–71 health-care management 51 Heraclitus of Ephesus 239 heroic leadership 21–5 Hewlett Packard 316, 319 hierarchical linear models (HLMs) 229 Hirschhorn, Larry 74 HLMs see hierarchical linear models Honda 321, 324 hospitals 370–71 hostile attribution style (HAS) 141 humanistic psychology 276 human-resource management 429–30 humility 77 Hungary 365, 368, 369, 370 Index I Ching 239 ICI 317, 318 idea development 321–2 idealized influence 21, 176, 177, 178 idealizing 69 identification organizational 96, 99, 114 projective 75, 79 with the aggressor 70 ILT see Implicit Leadership Theory immune response 208 Implicit Leadership Theory (ILT) 17, 23, 120 Inability to Mourn, The 73 In a Different Voice 28 inclusive language 91 incremental change 324–5 individualism 105, 106 individualized consideration 21, 176, 178, 187 injustice 100, 141–4, 167 see also justice industrial democracy 73 inertia 240, 242, 368 information-sharing 299, 333 ingratiation 136 “inner theatre” 67–9 innovation and mindfulness training 207–8 and organizational structure 320 and workplace bullying 138 attitudes towards 337 developing 313–26 innovation–decision-process model 337 innovation-implementation behaviors 100 innovation-inspired positive organizational development (IPOD) 284 innovation management 322–4 innovation process 348–50 insomnia 166 see also sleep; sleeplessness inspirational leadership 161 inspirational motivation 21, 176, 178, 187 integrity of followers 101 of leaders 27, 90, 92, 93, 104 Intel 316 intellectual stimulation 21, 176–8, 185, 187, 189 intelligence 18, 230 emotional 75, 76, 81 interactionalism 125 467 interactional justice and abusive supervision 141 and employee insomnia 166 and trust 93, 95, 96, 101 internal encoders 205 internalized moral perspective 29, 30, 165 International Society for the Psychoanalytic Study of Organizations (IPSO) 73 interpersonal conflict 97, 141, 144 interpersonal deviance 140 intrinsic motivation 314 intuition 57 IPOD see innovation-inspired positive organizational development IPSO see International Society for the Psychoanalytic Study of Organizations ISO 9000 325 issue-selling 291, 301 Jacques, Elliot 72, 73 Japan 315 job attitudes 32 job control 160, 180, 371 job-demand control theory 371 job demands 119, 160–1 job demands-resources theory 188 job formalization 105 job performance 20, 97, 118, 163, 295 see also performance job resources 160–1 job satisfaction and attitudes to change 297 and organizational citizenship behavior 302 and organizational commitment 295 and readiness for change 338 and supportive leadership 158 and trust in leadership 75, 97, 98, 100 and workplace bullying 134 job status 179 job stress among physicians 371 and burnout 178 and transformational leadership 178 see also employee stress job tension 136 justice see organizational justice Karmoy 317 Kets de Vries, M.F.R 73, 74, 77 knowledge-based economics 30 knowledge-building behaviors 92 Kodak 322 468 laboratory training 384 laissez faire leadership 22, 132, 157 latent congruence model 124 Lawrence, Paul R 414–16 leader–culture fit 113–25 analogs at the organizational level 120–1 and national culture 120 and organizational effectiveness 117 basic considerations of 116–18 complementary 121–3 research on 119–25 supplementary 121–3 leader-empowering behaviors 100 leader–follower dissimilarities 142 leader–follower fit 117, 120–1 leader–follower relationships 69–72 and trust 89–106 leader–member exchange (LMX) 20–1, 75, 146, 223, 228 and employee stress 156 and trust 91, 97, 101 leader–member relations 19 leaders ability 104 competence 75, 90, 92, 104, 303 adaptive 212 and evidence-based management 57–9 and trust in followers 100 appearance 230 authenticity 95 benevolence 75, 90, 92, 93, 95–6, 104 impact of cultural fit on 121 integrity 90, 93, 95, 104 personal history 76 position power of 19 pseudotransformational 23 selection process 23 self-ratings 24–5 stereotypes 231 systems-oriented 409 use of evidence by 56–7 see also leadership; leader stress leadership adaptive 196–8, 212 and diversity 230–1 and employee engagement 163–5 and employee stress 156–9 and employee well-being 155–68 and ethnicity 24 and gender 18, 24, 231 and mindfulness 198–9 and national culture 231 Index and organizational change 114–15 and organizational citizenship behavior 302 and organizational culture 113–15 and participation during change 302–3 and performance 15–16, 105, 136, 182, 221 and psychosocial risk 156–9 and religion 231 and return to work 161–3 and sickness absence 159–61 and workplace bullying 157–8 autocratic 161, 383 behavioral approach 18–19, 222–3 biological approach 223–4, 229–30 charismatic–inspirational models 21–5 coaching 80 construct definitions 224–5 contextual approach 223 contingency theory 19–21, 74, 125, 223 “dark side” of 18, 23, 130, 139 definitions of 17, 224 democratic 31 destructive 133, 140, 145 differentiated from management 55–6 distributed 30–2 effective 19, 27–8, 34, 65, 115, 120, 159, 202 empowering 297 empowerment-oriented 304 engaging 32–5 ethical 25–9 evolutionary perspective 223–4, 229–30 future of 221–32 “great man” theory 222 heroic 21–5 information-processing school of 223 inspirational 161 laissez faire 22, 132, 157 measurement and methodological issues 227–8 “nearby” 22, 33 negative 157–8 new-leadership school of 223 paternalistic 120 post-heroic models 25, 31 process models 225–6 psychodynamic approach 65–82 public integrative 35 “quiet” 25 relational approaches 223 relationship-based 158, 161 school 31 servant 25, 92 shared 31 Index situational approach 19–21 skeptics of 223 spiritual 35 styles 18–19 supportive 102, 158 task-based 158, 161 team-integrating 161 theories of 15–35, 222–4 training 189–90, 199, 226 trait theory 17–18, 57, 74, 222 trust in 27, 75, 98, 302–3 tyrannical behavior 133 visionary 21, 24, 223 see also abusive supervision; authentic leadership; charismatic leadership; transactional leadership; transformational leadership leadership-complexity theory 125 leadership derailed behavior 133 leadership development and employee well-being 165–7 future research 226–7 integrative theory of 226 psychodynamic approach 76–8 leadership functions 430–31 leadership performance 16 Leadership Quarterly journal 22, 176, 223 leader stress and abusive behaviors 140–3 and mindfulness training 202–4 and transformational leadership 186–90 see also leaders; stress lean manufacturing 325 learning culture 115 least preferred co-worker (LPC) 19 Leavitt, Harold J 413 Levinson, Harry 73, 74 Lewin, Kurt 382–4, 386–7 life-scripts 68 Likert, Rensis 248 Litwin, George H 423–5 LMX theory see leader–member exchange (LMX) locus of control 139, 142, 179, 294 Lorsch, Jay W 414–16 LPC see least preferred co-worker Machiavellianism 139 management and organizational change 244, 246, 248, 296–7, 350 by exception 21 differentiated from leadership 55–6 469 functions 431 health-care 51 human-resource 429–30 in developing western countries 372 innovation 322–4 participative 382, 384, 386–8 scientific 267, 277 strategic 243, 366 systems of 248 total quality (TQM) 240, 325 training 166 see also evidence-based management (EBMgt) managerial grid 249, 386 manipulative behaviors 23 masculinity 18 matrix organization 320 MBCT see mindfulness-based cognitive therapy (MBCT) MBSR see mindfulness-based stress reduction meaningfulness 157, 182, 183 meaningful work 183, 184 Men, Management and Mental Health 74 Menninger Clinic 73 Menninger, Will 73 mental flexibility 314 mental health 159, 163, 180–6 see also psychological well-being metacognitive awareness 211–12 metacognitive skills 212 mindfulness 198–214 and attention 205, 208–9, 213 and decision-making 207 and empathy 206–7 and perception of reality 205–6 and reactive emotions 204–5 and relationships 206–7 and stress 202–4 and working memory 205, 207, 213 application to leadership 198–9 defined 198 effects on brain 199, 204–8, 211 future research 214 mechanisms and strategies 210–13 overall benefits 213 training methods 209 mindfulness-based cognitive therapy (MBCT) 209 mindfulness-based stress reduction (MBSR) 204, 206, 209 mindlessness 199–202 mirroring 69 470 Index mistreatment at work 130 see also abusive supervision; workplace bullying mistrust 102–4 Mitscherlich, Alexander 73 MLQ see Multifactor Leadership Questionnaire monitoring 103 morality 28 see also ethics; internalized moral perspective morphogenesis 414 motivational need systems 68 Motorola 316 Multifactor Leadership Questionnaire (MLQ) 22, 23, 27, 30, 176 multitasking 116, 209 musculoskeletal disorders 163 NA see negative affectivity Nadler, David A 419–2 narcissism 69–70 and abusive supervision 139, 140 and CEOs 146 constructive 70 reactive 70 narrative focus 206 national culture and leader–culture fit 120 and leader–follower trust 104–5 and leadership 231 and organizational culture 357 see also culture National Training Laboratories Institute (NTL) 382–6 “nearby” leadership 33 needs–supply fit 117 need systems 68–9 negative affect 179, 181, 204 see also negative emotions negative affectivity (NA) 136, 140, 142, 143 negative emotions 72, 140, 142, 181, 206, 284 see also negative affect; negative affectivity (NA) negative entropy 250, 435 negative feedback 251, 412 negative leadership 157–8 see also abusive supervision; destructive leadership; workplace bullying negative-reciprocity norm 137 neuroscience 258–60, 269 see also brain neuroticism 140, 179, 183 Neurotic Organization 74 neurotic symptoms 67 Nissan 325 normative commitment 296 NTL see National Training Laboratories Institute objective fit 118–19 OC see organizational commitment OCB see organizational citizenship behavior OD see organizational development open cultures 315–16 openness 140, 189 to change 333, 336 open-plan offices 319 open systems 250–1, 268, 359–60, 412 optimism 75–6, 157, 182, 338 organizational boundaries 321 organizational citizenship behavior (OCB) 30 and abusive leadership 136–7 and authentic leadership 165 and charismatic leadership 165 and leadership behaviors 302 and organizational commitment 295, 302 and trust in leadership 98, 100, 302 defined 136–7 determinants of 302 organizational climate 316, 354, 432 organizational coaching 78–9 organizational commitment (OC) 30, 295 affective 296 and change 295–9, 338 and education 299–300 and organizational citizenship behavior 295, 302 and participation 290–1, 299 and trust in leadership 75, 97, 98, 100 continuance 296 normative 296 organizational culture and abusive supervision 144 and creativity 315–17 and evidence-based practice 59 and leadership 113–15 and national culture 357 and participation–commitment link 290 changing 316–17 differentiated from societal culture 431 see also culture organizational development (OD) and employee stress 156 and Lewinian approach to change 245, 246, 247, 249 defined 381 Index diagnostic 269, 445 dialogic 269, 445, 452–3 history of 381–96 limits of 395 origin of the term 382 positive 273 rigor and relevance 395 value alignment 395–6 see also organizational development (OD) interventions organizational development (OD) interventions 443–54 and general empirical method 446–7, 450–2 clustering of 447–8, 453 focused programs 449–51 holistic programs 448–50 limited programs 450–2 organizational deviance 137, 140 Organizational Diagnosis 74 organizational diagnosis 406–10, 437–8 organizational effectiveness 115, 117, 123, 137 organizational identification 96, 99, 114 organizational justice 95–6, 333 and abusive supervision 141, 143, 145 and trust in leadership 93, 95–6, 99–101 distributive 93, 95–6, 143 see also injustice; interactional justice; procedural justice organizational learning 257, 296 and change 359, 360 and creativity 318 double-loop 254, 256, 318 single-loop 254, 318 organizational politics 97 organizational role analysis 73 organizational structure and creativity 7, 319–21 and innovation 7, 320 identifying 411 organizational tenure 290, 291, 298 organizational voice 301 ostracism 135 Oticon 319 PA see positive affect pairing assumption 71 paradoxes 255–6 participation 291–3 and education 299–300 and organizational change 248–9, 293–4, 297–9, 333, 338 and organizational commitment 290–1, 299 471 and procedural justice 298 and productivity 387, 424 as voluntary behavior 294, 301–2 defined 291 determinants of 292–3, 301–2 employees reactions to 294 see also participative decision-making participative decision-making 93, 96, 248–9, 387 and trust 93, 96 see also participation participative management 382, 384, 386–8 paternalistic leadership 120 path–goal theory 125 peer group coaching 77 P–E fit see person–environment (P–E) fit people orientation 27 perceived fit 118–19 perceived organizational support (POS) and trust 93, 95, 96, 99 and participation–commitment link 290, 291 perceived supervisory support (PSS) and management training programs 166 and participation 294 and trust 95, 96, 100 see also supervisory support performance and authenticity 29 and empowerment 100, 297 and job attitudes 32 and leadership 15–16, 105, 136, 182, 221 and stress 203 and trust 97–100 and value-congruence 121 and workplace bullying 138 see also job performance; leadership performance persistence 253–4 personal accomplishment 178, 179, 186, 187 personal history 76 personality traits 17–18 and attitudes towards change 338 and destructive forms of leadership 139–41 and transformational leadership 189 Big Five factors 140 see also employee personality personal narratives 76 person–environment (P–E) fit 116, 120, 124, 424 person–group fit 116, 117 person–job fit 116, 117, 119, 121 person–organization fit 115, 116, 117, 121 person–supervisor fit 116, 117 472 person–vocation fit 116 Philips 320 physicians 371, 372 police forces 368 polynomial regression 124, 125 Porras, Jerry 425 POS see perceived organizational support position power 19 positive affect (PA) 136, 181, 186, 204 see also positive emotions positive emotions 75, 180–1, 187, 272, 273 see also positive affect (PA) positive entropy 435 positive feedback 251, 412 positive institutions 279 positive mood 180–1, 182, 186, 204 positive organizational behavior 279 positive organizational development 273 positive organizational scholarship 284 positive psychology (PP) and appreciative inquiry 272–3, 275, 279–80, 283 and organizational change 278–80, 282–5 and psychological perspectives 275–6 and second-order change 255 definitions 273–4 differentiated from positive thinking 273 underpinning theories 274–5 positivity 92 post-heroic leadership 25, 31 postmodernity 267–8, 277 post-traumatic stress disorder (PTSD) 134–5 Power and Personality 201 Power and the Corporate Mind 74 power distance 144 power sharing 27 power stress 202 PP see positive psychology primary changes 435 Principles of Scientific Management, The 267 privatization 361 proactivity 33 procedural injustice 143 see also procedural justice procedural justice and abusive supervision 141 and employee affect 181–2 and organizational commitment 295 and participation 298 and self-esteem 182 and trust 93, 95, 96, 99–100 see also procedural injustice Index process consultation 392 process improvement 324–6 productivity and engaging leadership 35 and participation 387, 424 and self-organization 319 and workplace bullying 138 professional efficacy 179 professional values 300 profit-sharing plans 290 projection 71–2 projective identification 75, 79 prosocial behavior 295 prototypicality 27 provocative subordinates 143 pseudotransformational leaders 23 PSS see perceived supervisory support PsyCap see psychological capital psychiatric sickness absence 159–60 psychoanalysis 72–3, 258 psychodynamic theory 65–82 psychological capital (PsyCap) 100 psychological contract 74, 103 psychological flexibility 211 psychological health 120, 177, 386 see also mental health; psychological well-being psychological safety 301, 334–5 psychological well-being of employees 175–86 of leaders 186–90 see also mental health; psychological health psychosocial risk 156–9 PTSD see post-traumatic stress disorder public integrative leadership 35 public service sectors 59 quality-assurance programs 325 quality control 325 quality movement 324–5 quasi-stationary equilibrium 334, 347 “quiet” leadership 25 race 231 radical change 298–9, 325–6 reactance 333 reactive emotions 202, 204–5 reality effect of mindfulness on perception of 205–6 social 249 reframing 255 regulatory tactics 137 Index relational transparency 29, 30, 165 relationship-based leadership 158, 161 relationships and mindfulness training 206–7 see also leader–follower relationships religion 231 response-surface methodology 124 return to work 161–3 revenge 137, 142 reward structures 100–1 risk-taking 26, 75, 105, 138 role ambiguity 144, 157, 180, 297 role clarity 27, 73, 183, 184 role conflict 144, 145, 157, 184, 297 role enlargement 98 Romania 362, 367, 368, 369, 370 rule of combination 252 Ruma, Steve 432–3 sabotage 137 safety culture 114 sanctions 103 scapegoats 70 scenario-planning 321 schizophrenia 252 school leadership 31 scientific management 267, 277 scientific method 406–10 secondary changes 435–6 second-order change 253–6 self-awareness 30, 76, 77, 79, 165 self-concept 75, 78, 118 self-deception 77 self-efficacy and authentic leadership 76 and laissez faire leadership 157 and leader’s training 189 and readiness for change 338 and transactional leadership 179 and transformational leadership 157, 179, 180, 182, 183 defined 352 self-esteem and attitudes towards change 338 and authenticity 29 and bullying 134 and destructive leadership 139 and transformational leadership 181–2 self-organization 318–19 self-ratings 24–5 self-regulation 76, 205, 226 self-sacrifice 99 473 Semco 319, 321 sense making during change 293, 294, 300, 333 habitual ways of 197, 205 sensitivity training 384 sense of coherence (SOC) 136 serum cortisol levels 166 servant leadership 25, 92 Sex, Money, Happiness and Death 77 sexual harassment 130, 144 sexual orientation 231 shared leadership 31 Shell 321 sickness absence and gender 160, 161 and job demands 160–1 and job resources 160–1 and leadership 159–61 and social support 160 and stress at work 156 and supervisory support 164 and workplace bullying 134 psychiatric 159–60 see also absenteeism; return to work; work attendance single-loop learning 54, 318 Six Sigma 325 sleep 166, 185 sleeplessness 134 see also insomnia Slovenia 366, 368, 370 small businesses 322 Snow, John 196 SOC see sense of coherence social capital 31 social constructionism 271–2, 333, 339, 393, 394 social defenses 71–2 social dreaming 73 social-exchange theory 95, 137 social exclusion 131 social information processing theory 95 social-interactionist perspective 142 socialist systems 367–8 social-learning theory 26 social power 249–50 social reality 249 social support 160, 180, 184 Society without the Father 73 sociotechnical systems (STS) 242, 388, 409 models 410–38 open 435–7 474 Sony 320, 323, 324 spiritual leadership 35 splitting 71 sportsmanship 97 storytelling 393, 394 strategic management 243, 366 stress and aggression 142 and gender 160 and mindfulness training 202–4 and performance 203 chronic 203 see also distress; employee stress; eustress; leader stress; power stress stressor–strain relationship 158 STS see sociotechnical systems subjective fit 118–19 subsystems 251 suggestion schemes 321 supervisory behavior 175–6 supervisory support 159–60, 164 see also perceived supervisory support (PSS) supplementary fit 121–3 supportive leadership 102, 158 suprasystems 251 survival anxiety 334–5 survival reactions 201–2 sustainability 27 symmetrical communication 253 systematic reviews 61 systems-oriented leaders 409 systems theory 410–377 congruence model 419–2 differentiation and integration model 414–16 flexible-functional model 433–4 organizational performance and change model 423–5 organizational systems model 413 pentagram model 418–20 six-box organizational model 416–18 stream-analysis model 425–7 swamp model 427–355 technical, political, cultural (TPC) framework 421–2 see also general systems theory (GST) systems thinking 318 task-based leadership 158, 161 task performance 116, 136–7 task structure 19, 20 Tavistock Institute 72–3, 413–14 Index team-building 249 team cohesion 180 see also cohesion team-efficacy 183 team empowerment 290 team-integrating leadership 161 teams 350, 408 technical problems 196–7 tertiary changes 435–6 T-groups 382–8 theft 137 theory x 388, 428 theory y 388, 428 “thinking out of the box” 314 threat appraisals 179, 185 Tichy, Noel 421–2 tipping points 78 TLQ see Transformational Leadership Questionnaire TLS see transformational leadership scale total quality management (TQM) 240, 325 toxic triangle 145 Toyota 321, 324 TQM see total quality management trait anger 140 see also anger-hostility transactional behaviors 21 transactional leadership 22, 56 and employee stress 157 and organizational culture 114–15 and performance 179 transcendence of self 77 transference 68, 69 transformational leadership 21–4, 26, 56 and affect 180–4 and burnout 177–80, 184–8 and depression 183 and emotional intelligence 75 and employee engagement 164–5 and employee stress 156, 157, 180, 186 and job stress 178 and leader stress 186–90 and mental health 182–4 and organizational citizenship behavior 302 and organizational culture 114–15 and performance on stressful task 179 and personality traits 189 and psychological well-being of employees 175–86 Index and psychological well-being of leaders 186–90 and trust 91, 93, 100, 180, 183 differentiated 183, 184 Transformational Leadership Questionnaire (TLQ) 33–5 transformational leadership scale (TLS) 181 transparency 92 transtheoretical model of behavior change (TTM) 257–8, 350–4, 362 Trist, Eric 413–14 trust 89–106 affect-based 96, 99, 105 and authentic leadership 92 and charismatic leadership 91 and followership 105 and leader–member exchange 91, 97, 101 and servant leadership 92 and transformational leadership 91, 93, 100 antecedents in leader–follower relationships 93–7 buffering effect of 99–101 cognition-based 99, 105 consequences in leader–follower relationships 97–9 cross-cultural implications 104–5 in followers 101 in leadership 27, 75, 98, 302–3 lack of 102–4 propensity to 93, 96, 102 referents of 99 repair 103 role in leader–follower relationships 90–3 transfer of 102 see also distrust; mistrust trustworthiness 95, 97, 100–1, 103, 104 see also trust TTM see transtheoretical model of behavior change Turkey 363, 369, 370 turnover intentions and abusive supervision 136 and organizational commitment 295 and supportive leadership 158 and trust in leadership 97, 99–100 Tushman, Michael L 419–2 type theory 253–4 475 ultimatum game 207 uncertainty avoidance 144, 364 unfreezing–changing–refreezing model 247–8, 331, 334–6, 347–9, 359 Unilever 314 unmet expectations 93 value-congruence 91, 121, 298 variance analysis 432 Visa 321 vision 122, 302, 304, 429 visionary leadership 21, 24, 223 voluntary behavior 294, 301–2 voluntary change 241 Weiner, Norbert 412 Weisbord, M.R 416–18 well-being see employee well-being work attendance 161, 295 see also absenteeism; sickness absence work engagement 102 see also employee engagement work stress 370, 371 see also employee stress work task 131, 163, 179 working memory capacity 205, 207, 213 workplace bullying 129–46 and employee well-being 134 and laissez faire leadership 157 and leadership 133, 157–8 antecedents 138–45 defined 131 future research 145–6 individual consequences 134–6 intentionality 132–3 organizational consequences 136–7 organizational cost 138 prevalence 129 witnessing 136 workplace violence 137 Workplace Within, The 74 Worldcom 92 Yerkes–Dodson curve 203 Zaleznik, Abraham 72, 73, 74 ZTC Ryland 317 ... Director of the Cancer Prevention Research Center and Professor of Psychology at the University of Rhode Island He is one of the originators of the transtheoretical model of behavior change and the. .. understanding of the field Books in the series The Wiley- Blackwell Handbook of the Psychology of Coaching and Mentoring Edited by Jonathan Passmore, David B Peterson, and Teresa Freire The Wiley- Blackwell... Bernard Burnes is Professor of Organisational Change and Head of the Organizational Psychology Group in the Manchester Business School at the University of Manchester He is one of the leading international