Suchergebnisse

Building the narrative -- First principle : changing the self-concept -- The four-state model -- The identifying state : the signal for change -- The initiating state : beginning the launch -- The impending state : breaking better -- The institutionalizing state : defining "my organization" -- A tale of two transformations -- Becoming the change and sustaining it -- Developing as a transformative leader

Moments matter -- U.S. poll on authentic leadership -- 100 years later, what do we really know about leadership development? -- Mapping the journey of ALD -- Actual self to possible self--authentic self -- Taking the right fork in the road : when to stay the course and when to change -- ALD and psycap -- Building out your own and others psycap -- Sustainable and veritable performance : an end-goal of ALD -- Sounds like a plan for your ALD.

This introduction includes the history of the leadership field that resulted in the creation of the developmental readiness construct, which represents readiness of the leader as well as followers, peers, and the target leader's leader, and how context is to be developed through some form of leadership intervention.

Using a multilevel field study with data collected over a 9-month period, we tested how team psychological safety interacts with levels of team relationship conflict to influence an individual's team identification and satisfaction with their team. We propose that team psychological safety measured early in a team's time together influences what team members can expect to experience in subsequent team interactions. We use identification and team conflict theory to theorize that through sense-making processes, team members evaluate early experiences with their team relative to initial levels of team psychological safety, which then influences their levels of team identification. When team members experience high levels of team psychological safety initially followed by an increasing trajectory of relationship conflict within the team over time, we predicted and found that individual's team identification decreased, resulting in lower satisfaction with their team. The theoretical and practical implications for aligning early perceptions of team's psychological safety with patterns of perceived relationship conflict and its effect on team identification and satisfaction with the team are discussed.