<p> U.S. organizations often employ deterrence mechanisms to regulate workers&rsquo; technology use, but such approaches are not always effective (Sommestad, Hallberg, Lundholm, &amp; Bengtsson, 2014). The theory of psychological reactance (Brehm &amp; Brehm, 1981) was explored as a potential explanation for the inconsistencies in the effectiveness of deterrence mechanisms. It was postulated that workers expect the freedom to use certain types of technology within the workplace and that restricting such use would result in opposition. This possibility was investigated in the context of intentions to use social media, a technology popular among U.S. workers. </p><p> A 3 (personal social media use restriction) x 3 (sanctions) between-subject experimental design was used to test the effect of restrictive personal social media use guidelines and sanctions on workers&rsquo; compliance and use intentions. U.S. workers (N = 715) recruited through MTurk completed an online survey in which they were randomly assigned to one of nine conditions. The IVs were manipulated through the use of vignettes. The DVs were measured using both scales modified from previous studies and newly constructed scales. </p><p> The results suggest that the average worker does not engage in freedom restoration when social media is restricted. Overall, participants were more compliant, had lower social media intentions, and social media&rsquo;s valence was lowest when social media was restricted and sanctions were used. Explanations for the findings are provided with extensions to conservation of resource, deterrence, and justice theories.</p>

<p> This project examined the impacts of an organization identity intervention on workers&rsquo; commitment during large-scale transformational change at a financial services company. A 21-member information technology team was recruited for the study. Commitment was measured using a quantitative instrument and the events and data collected during the identity intervention were described. Participants generally enjoyed the intervention, although team members grew increasingly negative over the course of the event due to past experiences with similar interventions. Commitment was consistent across both groups and remained unchanged across the study period. The study organization is advised to assure that its leaders support and are prepared to respond to the results of any interventions conducted and take measures to nurture participants&rsquo; existing affective commitment. Continued research is needed to evaluate the impacts of the identity intervention on commitment. Such studies are advised to utilize a larger sample and to measure organizational commitment using mixed methods.</p>

<p> The literature supports that as leaders pursue personal and professional growth, they achieve a sense of well-being, become healthier, more engaged, and more productive. This study explores how Christian leaders who have a strong core spiritual identity experience growth toward their <i>best-self. </i> According to the literature, the best-self is a positive psychology approach to personal growth that utilizes a person&rsquo;s natural strengths and skills to describe one&rsquo;s personal best. Adult identity development is multifaceted and influenced by numerous factors. A spiritual identity built upon strong beliefs results in a salient identity that influences every part of one&rsquo;s life. Utilizing a generic qualitative methodology and a snowball sampling strategy, eight participants were interviewed. Multiple consistent themes were identified in the data: (a) an integration of spiritual identity (b) enhanced self-awareness (c) saliency of spiritual identity, (c) roles and motivations defined by faith, (d) altruism, (e) role identity as a calling, (f) faith-based decision-making, (g) intrapersonal and interpersonal prayer, a personal relationship with God, (h) the need to be supported by like-minded individuals, (i) the alignment of organizational values and personal values, and (j) personal growth defined by God. One unexpected finding was the way the participants defined best-self. Based on their narratives, the participants viewed their best-self, including their talents and abilities, as being defined by God, stating that to become the person that God designed them to be would be achieving best-self. The significance of spirituality in the workplace was discovered through the participants&rsquo; experiences. This was also supported in the literature. These themes are presented and explored along with recommendations for future research.</p>

<p> Nonprofit organizations traditionally lack in areas such as financial resources, leadership development as well as a history of suffering from the effects of burnout. The concept of Emotional Intelligence has been associated with effective leadership skills such as employee motivation, job satisfaction and organizational loyalty. This study applied a non-experimental quantitative analysis to examine the models of Emotional Intelligence (ability and trait) and burnout as related to current nonprofit organizational leaders. Current nonprofit organizational leaders were assessed using the surveys Trait Emotional Intelligence Questioner- Short Form, Assessing Emotions Scale and the Maslach Burnout Inventory &ndash; General Survey. These surveys were distributed to identify the predictability of Emotional Intelligence ability from trait Emotional Intelligence, burnout, gender and age through the use of a multiple linear regression analysis. The multiple linear regression statistical analysis stepwise method found that trait Emotional Intelligence is a statistically significant predictor of identifying Emotional Intelligence ability of current nonprofit organizational leaders. The practical implications of this study provided nonprofit organizations the justification to create leadership developmental practices based in foundational psychological principles. The theoretical implications of this research identified that further scholarly literature be conducted on the correspondence of trait Emotional Intelligence and Emotional Intelligence ability as distinctly differing models that are associated through forecasting and prediction.</p>

<p> This qualitative phenomenological study explored the experiences and coping strategies of six Black American women leaders in the Washington DC metro area. Using the conceptual framework of intersectionality, coupled with the concept of stigma-induced identity threat and the Transactional Model for Stress and Coping, the study linked the emotional and psychological outcomes of stigmatization and barriers in the workplace to a need to engage coping processes. Stigmatized leaders found it necessary to rely on a number of coping mechanisms, including: 1) mentorship, 2) internal peer support, 3) external support system, 4) reliance on faith, 5) &ldquo;speaking up&rdquo;, 6) overcompensation, and 7) withdrawal to overcome workplace barriers. Findings revealed that while it is common for leaders to consider and sometimes engage negative coping responses, positive coping responses were most common and most effective. Additionally, the findings indicated that withdrawal can, in some cases, serve as a positive coping response.</p>

<p> Recent survey results indicated that 51% of young women who experienced or observed gender discrimination also experienced ageism (Business Professional Women&rsquo;s Foundation, 2011). The purpose of the current study was to examine a possible construct for predicting the perceptions of gender and age discrimination among young working women (N = 327, M = 25.6 years old) . Job satisfaction, stress, and work-life balance were examined as mediating variables. In addition, double jeopardy (i.e., gender and age discrimination interaction) among young working women was examined. The results indicated that perceptions of gender and age discrimination are predicted by core self-evaluations, job satisfaction and stress mediate this relationship, and double jeopardy was not supported. Collectively, these results may be useful to organizations wishing to expand the diversity of their workforce and/or prevent perceptions of discrimination among minority employees, especially women.</p>

<p> Women make up less than 5% of the highest levels of organizations in the United States (Branson, Chen, &amp; Redenbaugh, 2013; Zarya, 2016). The current study focuses and builds upon previous research on one significant contributor to the lack of gender parity at the top levels of management: discrimination due to stereotyping (Hoobler et al., 2011; Martell, Parker, Emrich, &amp; Crawford, 1998; Schein, 2001). Furthermore, the current study examines the role of a specific day-to-day interaction on a female subordinate&rsquo;s perceived promotability (i.e., pushing back on a task-related request from her superior). To that end, participants were recruited online, instructed to take on the supervisor role, were assigned to one of three experimental conditions (i.e., acquiescing, negotiating, and refusing), viewed illustrated video clips, and provided their assessments of a female subordinate&rsquo;s promotability. Results indicate that the female subordinate was perceived to be the most promotable when she acquiesced, followed by when she negotiated the task-related request. Refusing the request resulted in the lowest perceptions of promotability. These findings suggest that a female subordinate&rsquo;s perceived promotability is influenced by the extent to which her behavior aligns with the female stereotype.</p><p>

<p> This phenomenological study seeks to explore the lived experiences that have led Millennials through a meaning-making process to discover their callings. The primary research question framing this study addresses what the relationship is between Millennials&rsquo; meaning-making process and the discovery of their calling. Secondary questions address how Millennials who have found their calling define and conceptualize the concept and sources of calling, what the lived experiences are that have led Millennials to discover their calling, and how Millennials make meaning of the experiences and influences that have led them to discover their calling. </p><p> Perceiving and living a calling is associated with various life and work outcomes such as life satisfaction/meaning, job satisfaction, and meaningful work. However, little is known about how callings develop. Furthermore, there remain conflicting views on the conceptualization and source of calling. In addition, the existing research on calling is focused primarily on previous generations, university students, and individuals of religious-based backgrounds. It is important for researchers and practitioners to understand how members of the Millennial generation develop a calling, because this generation is currently in the workforce and is reported to be the biggest U.S. generation yet. While there is significant research on the career expectations of Millennials and how they value meaning in their work, there is little known about what experiences lead them to develop their callings and how they make meaning of those experiences to discern their callings. Thus, this study extends the body of research beyond these groups to Millennials who are currently in the workforce and living their callings in order to ensure that their perspectives and experiences of calling are incorporated into the literature. </p><p> Eight Millennials who are currently living their calling were selected for participation in this interview-based study. The findings of the study are presented within the following three main themes: the conceptualization of calling, the lived experiences in developing a calling, and the meaning-making process as it pertains to developing a calling. Bases on these findings, conclusions were developed and implications and recommendations are suggested.</p><p>

<p> Currently there is a high rate of registered nurse (RN) turnover due in part to bullying and harassment among peers; which fosters lower quality nursing care, jeopardizes patient safety, and increases healthcare costs. The purpose of this quantitative nonexperimental study was to examine the relationship between inpatient nurses&rsquo; individual self-esteem and reported bullying and harassment with their intent to leave their job. Two theories were used to provide structure to this work: cognitive experimental self theory and oppressed group theory. Data were collected using the Negative Acts Questionnaire, the Rosenberg Self-Esteem Scale, and the Turnover Intentions Measure. All RNs in a Midwestern state were emailed an invitation link to the instruments housed on SurveyMonkey. Only those respondents who claimed to be inpatient RNs were included in the study (<i>n</i> = 770). The three research questions asked about bullying and harassment among inpatient RNs, about the self-esteem of RNs who experienced bullying and harassment and those who have not, and if those RNs who experienced bullying and harassments intended to leave their jobs. With a 2.1% response rate, results indicated that there was a relationship among RNs and bullying and harassment, the self-esteem of RNs who did not experience bullying and harassment was higher than those who did experience bullying and harassment, and there was a positive relationship between RNs experiencing bullying and harassment and their intent to leave their jobs. This research suggests that if bullying and harassment patterns among RNs are identified sooner, RN turnover can be reduced, patient care quality and safety can be improved, and U.S. healthcare costs can decrease. </p><p>

<p> Global leadership is becoming increasingly important in multinational companies as well as in non-profit and public sectors. The purpose of this study was to investigate what makes a global leader effective, by identifying key predictors of global leadership effectiveness. The predictors investigated in this study included a combined measure of overall intercultural global leadership competency and selected cognitively oriented competencies: nonjudgmentalness, inquisitiveness, tolerance of ambiguity and cosmopolitanism. The sample consisted of 171 undergraduate and graduate students from a large university. Linear and multiple regression analyses were conducted to identify the ability of the competencies to predict effectiveness. Inquisitiveness was the only cognitive competency found to successfully predict global leadership effectiveness. While no effect was found for overall intercultural global leadership competency, exploratory analyses revealed two other individual competencies as predictors: self-confidence and self-identity. The results of the study suggest that inquisitiveness is a key competency indicating cognitive flexibility that enable individuals to adapt to the situation at hand. Furthermore, self-identity and self-confidence likely enables individuals to participate and display leadership skills in novel and challenging situations.</p>