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After-Action Reviews: The Good Behavior, The Bad Behavior, And Why We Should Care, John Crowe, Joseph A. Allen, Cliff Scott, Mackenzie Harms, Michael Yoerger
After-Action Reviews: The Good Behavior, The Bad Behavior, And Why We Should Care, John Crowe, Joseph A. Allen, Cliff Scott, Mackenzie Harms, Michael Yoerger
Psychology Faculty Publications
After action reviews have been a common learning and reliability intervention in organizations for decades, and though they have attracted the interest of scholars in recent years, researchers have yet to consider practitioner views of what makes these meetings more or less effective and to check their association with desired outcomes. The current multi-study begins by investigating what makes for good and bad after-action reviews (AARs) using an inductive approach and analyzing responses to open-ended questions about AAR attendee behaviors perceived as more or less effective by participants. Building upon Study 1, Study 2 focuses on the effects of good …
Inclusive Leadership And Employee Involvement In Creative Tasks In The Workplace: The Mediating Role Of Psychological Safety, Abraham Carmeli, Roni Reiter-Palmon, Enbal Ziv
Inclusive Leadership And Employee Involvement In Creative Tasks In The Workplace: The Mediating Role Of Psychological Safety, Abraham Carmeli, Roni Reiter-Palmon, Enbal Ziv
Psychology Faculty Publications
This study examines how inclusive leadership (manifested by openness, accessibility, and availability of a leader) fosters employee creativity in the workplace. Using a sample of 150 employees, we investigated the relationship between inclusive leadership (measured at Time 1), psychological safety, and employee involvement in creative work tasks (measured at Time 2). The results of structural equation modeling (SEM) analysis indicate that inclusive leadership is positively related to psychological safety, which, in turn, engenders employee involvement in creative work.