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 …
카테고리 글 보관함:행복DB
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 …
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 …
Sonenshein, S., Dutton, J. E., Grant, A. M., Spreitzer, G. M., & Sutcliffe, K. M. (2013). Growing at work: Employees& #39; interpretations of progressive self-change in organizations.
We develop theory about how growing at work is an interpretive accomplishment in which individuals sense that they are making progressive self-change. Through a study of how employees interpret themselves as growing at three organizations, we develop a theoretical account of how employees draw from contextual and personal resources to interpret their growing in ways …
Cheng, C. Y., Sanchez-Burks, J., & Lee, F. (2008). Connecting the dots within: Creative performance and identity integration. Psychological Science, 19(11), 1178-1184.
In two studies drawing from social identity theory and the creative-cognition approach, we found that higher levels of identity integration—perceived compatibility between two social identities—predict higher levels of creative performance in tasks that draw on both identity-relevant knowledge domains. Study 1 showed that Asian Americans with higher identity integration were more creative in developing new …
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 …
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 …
Fritz, C., Lam, C. F., & Spreitzer, G. M. (2011). It& #39;s the little things that matter: An examination of knowledge workers& #39; energy management.
Recently, Pfeffer (2010) called for a better understanding of the human dimension of sustainability. Responding to this call, we explore how individuals sustain an important human resource—their own energy—at work. Specifically, we focus on strategies that employees use at work to sustain their energy. Our findings show that the most commonly used strategies (e.g., switching …
Parker, A., Gerbasi, A., & Porath, C. L. (2013). The effects of de-energizing ties in organizations and how to manage them. Organizational Dynamics, 42, 110-118.
While there is growing recognition about the role of informal networks in organizations and the importance of energizers in the workplace, chances are that managers and organizations are missing a potentially devastating expense: de-energizers. Over the past decade we’ve studied the effects of negative or de-energizing ties, defined as enduring, recurring set of negative judgments, …
Spreitzer, G. M., & Grant, T. (2012). Helping students manage their energy: Taking their pulse with the energy audit. Journal of Management Education, 36(2), 239-263.
This article introduces a tool to help students learn to better manage their energy. The tool asks students to assess their energy levels for each waking hour over at least 2 days in order to identify patterns of activities associated with high energy and with depleted energy. The article describes how to use the tool …