We propose that employees craft their jobs by changing cognitive, task, and/or relational boundaries to shape interactions and relationships with others at work. These altered task and relational configurations change the design and social environment of the job, which, in turn, alters work meanings and work identity. We offer a model of job crafting that …
작성자별 글 보관함:서울대학교 행복연구센터
Spreitzer, G., et al. (2009). The Reflected Best Self field experiment with adolescent leaders: exploring the psychological resources associated with feedback source and valence.
This study provides a preliminary examination of the efficacy of the Reflected Best Self Exercise. We conducted a field quasi-experiment with 108 adolescent leaders assigned to a 2 × 2 design: (1) valence of feedback (i.e., strengths-only versus strengths and improvement-oriented) and (2) source of feedback (i.e., professional (e.g., teachers, coaches, bosses) only versus professional …
Roberts, L. M., Dutton, J. E., Spreitzer, G. M., Heaphy, E. D., & Quinn, R. E. (2005). Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations.
We present a theory of how individuals compose their reflected best-self portrait, which we define as a changing self-knowledge structure about who one is at one’s best. We posit that people compose their reflected best-self portrait through social experiences that draw on intrapsychic and interpersonal resources. By weaving together microlevel theories of personal change and …
Ibarra, H. (1999). Provisional selves: Experimenting with image and identity in professional adaptation. Administrative science quarterly, 44(4), 764-791.
This article describes how people adapt to new roles by experimenting with provisional selves that serve as trials for possible but not yet fully elaborated professional identities. Qualitative data collected from professionals in transition to more senior roles reveal that adaptation involves three basic tasks: (1) observing role models to identify potential identities, (2) experimenting …
Sheldon, K. M., & Lyubomirsky, S. (2006). How to increase and sustain positive emotion: The effects of expressing gratitude and visualizing best possible selves.
A 4-week experimental study (N = 67) examined the motivational predictors and positive emotion outcomes of regularly practicing two mental exercises: counting one’s blessings (“gratitude”) and visualizing best possible selves (“BPS”). In a control exercise, participants attended to the details of their day. Undergraduates performed one of the three exercises during Session I and were asked to …
Bryan, C. J., Adams, G. S., & Monin, B. (2013). When cheating would make you a cheater: Implicating the self prevents unethical behavior.
In 3 experiments using 2 different paradigms, people were less likely to cheat for personal gain when a subtle change in phrasing framed such behavior as diagnostic of an undesirable identity. Participants were given the opportunity to claim money they were not entitled to at the experimenters’ expense; instructions referred to cheating with either language …
Ely, R. J., & Meyerson, D. E. (2010). An organizational approach to undoing gender: The unlikely case of offshore oil platforms. Research in Organizational Behavior, 30, 3-34.
This case study of two offshore oil platforms illustrates how an organizational initiative designed to enhance safety and effectiveness created a culture that unintentionally released men from societal imperatives for “manly” behavior, prompting them to let go of masculine-image concerns and to behave instead in counter-stereotypical ways. Rather than proving how tough, proficient, and cool-headed …
Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787-818.
Although a growing number of leadership writers argue leader humility is important to organizational effectiveness, little is known about the construct, why some leaders behave more humbly than others, what these behaviors lead to, or what factors moderate the effectiveness of these behaviors. Drawing from 55 in-depth interviews with leaders from a wide variety of …
DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35(4), 627-647.
We propose that a leadership identity is coconstructed in organizations when individuals claim and grant leader and follower identities in their social interactions. Through this claiming-granting process, individuals internalize an identity as leader or follower, and those identities become relationally recognized through reciprocal role adoption and collectively endorsed within the organizational context. We specify the …
E. Ashforth, B., E. Kreiner, G., A. Clark, M., & Fugate, M. (2007). Normalizing dirty work: Managerial tactics for countering occupational taint. Academy of Management Journal, 50(1), 149-174.
Dirty work refers to occupations that are viewed by society as physically, socially, or morally tainted. Using exploratory, semistructured interviews with managers from 18 dirty work occupations, we investigated the challenges of being a manager in tainted work and how managers normalize taint–that is, actively counter it or render it less salient. Managers reported experiencing …