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Industrial and Organizational Psychology Commons™
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Full-Text Articles in Industrial and Organizational Psychology
On Getting Better And Working Hard: Using Improvement As A Heuristic For Judging Effort, Monica El Gamal
On Getting Better And Working Hard: Using Improvement As A Heuristic For Judging Effort, Monica El Gamal
Theses and Dissertations (Comprehensive)
There is a strong conceptual association between improvement and effort. Therefore, we propose that people tend to use improvement as a heuristic for judging effort in others. Hence, they would perceive greater effort in improved performance records than in non-improved records with superior overall performance. To examine whether people use improvement as a heuristic for effort, we compared judgments of effort investments and trait effort in improved and consistently-strong performance profiles with equivalent recent performance. Across six empirical studies, participants thought that those with improved profiles exerted more effort and were more hardworking than those with consistently-strong profiles, and this …
Organizational Leaders’ Experience With Fear-Related Emotions: A Critical Incident Study, Al Barkouli
Organizational Leaders’ Experience With Fear-Related Emotions: A Critical Incident Study, Al Barkouli
Antioch University Dissertations & Theses
This study used the Critical Incident Technique (CIT) to better understand how organizational leaders experienced fear-related emotions. Through semi-structured interviews, fifteen executive leaders, mainly chief executive officers (CEOs), shared their experiences in response to threatening, risky, or dangerous incidents. In addition to a phenomenological understanding of the experience, participants illuminated the role that fear-related emotions play in leader decisions, how these emotions influence leader-follower relationships, the impacts of fear-related emotions on leaders’ health and well-being, and the ways leaders managed their experience with fear-related emotions including the role courage played. Leaders often faced threats, risks, or dangers (stimuli) from within …