Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Knowing what we don't yet know is critical for learning. Nonetheless, people typically overestimate their prowess—but is this true of everyone? Three studies examined who shows overconfidence and why. Study 1 demonstrated that participants with an entity (fixed) theory of intelligence, those known to avoid negative information, showed significantly more overconfidence than those with more incremental (malleable) theories. In Study 2, participants who were taught an entity theory of intelligence allocated less attention to difficult problems than those taught an incremental theory. Participants in this entity condition also displayed more overconfidence than those in the incremental condition, and this difference in overconfidence was mediated by the observed bias in attention to difficult problems. Finally, in Study 3, directing participants' attention to difficult aspects of the task reduced the overconfidence of those with more entity views of intelligence. Implications for reducing biased self-assessments that can interfere with learning were discussed.

/pdf/understanding-overconfidence-theories-of-intelligence-27qo4lz9eu.pdf

Understanding Overconfidence: Theories of Intelligence, Preferential Attention, and Distorted Self-Assessment.

The premise of this article is that an understanding of psychology and other social science disciplines can inform the effectiveness of the eco- nomic tools traditionally deployed in carrying out the functions of government, which include remedying market failures, redistributing income, and collecting tax revenue. An understanding of psychology can also lead to the development of different policy tools that better motivate desired behavior change or that are more cost-effective than traditional policy tools. The article outlines a framework for thinking about the psychology of behavior change in the context of market fail- ures. It then describes the research on the effects of a variety of interven- tions rooted in an understanding of psychology that have policy-relevant applications. The article concludes by discussing how an understanding of psychology can also inform the use and design of traditional policy tools for behavior change, such as financial incentives.

/pdf/applying-insights-from-behavioral-economics-to-policy-design-18sygx3dcf.pdf

Applying Insights from Behavioral Economics to Policy Design

Schneider and Pulakos (2022) suggest that industrial-organizational (I-O) psychology is uniquely positioned to explain organizational effectiveness and argue that an organizational focus will enhance the relevance of the field. We applaud their efforts to raise the field ’ s attention to a level of analysis higher than individuals and teams. Building from this idea, we consider here the poten-tial for I-O psychology to contribute to an understanding of sustainable growth and development at the societal level. The notion of sustainable growth and development captures the interconnectedness between work, well-being, and society. It considers work productivity as a contributing factor to economic growth; decent work as a mechanism underlying quality of life for individuals and communities; and the intricate and important connections among well-being, economic vital-ity, and the health of the planet in both short and long terms (International Labour Organization, nd; United Nations General Assembly, 2015). Paralleling Schneider and Pulakos, we argue that I-O psychology can make important contributions that go beyond its current level of analysis.

We should also aim higher: I-O psychology applied to sustainable growth and development

This paper provides an alternative way of measuring human development that takes explicitly into account the differences in the countries’ population structures. The interest of this proposal stems from two complementary elements. First, that there is an enormous diversity in the population structures of those countries analysed in the Human Development Reports, particularly the shares of old people in the population. Second, that demographic characteristics are relevant in the evaluation of development possibilities. We propose to change the way of measuring health, education and material wellbeing, in order to take into account those differences in the population structures. Regarding the health component, we substitute Life Expectancy at Birth by Life Potential (the average life expectancy of the current population); concerning education, we change the average between Mean Years of Schooling and Expected Years of Schooling by the Education Potential (a variable that mimics life potential in this context). As for the material well-being, we propose using the Gross National Income per adult, instead of per capita, while keeping logs in the evaluation. The resulting indicator, called Demographically Adjusted Human Development Index, is the geometric mean of the three new variables suitably normalised. We analyse empirically the effect induced by these changes in the evaluation of human development by comparing this way of measurement with the conventional Human Development Index (HDI) for 168 countries.

Population structure and the human development index

Sustainability as a Driver of Organizational Change

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Sustainability as a Driver of Organizational Change