<p> Positive psychological capital (PsyCap), a second-order construct formed from optimism, hope, resilience, and self-efficacy, has predicted the performance and psychological well-being of a variety of full-time workers, and mediators of the relationships between PsyCap and performance and psychological well-being have rarely been examined. Using self-determination theory, broaden-and-build theory, and the conceptual framework of positive psychology, this study was an exploration of (a) the relationships among PsyCap, (b) basic psychological need satisfaction (i.e., autonomy, competence, relatedness), and (c) psychological well-being and performance using a sample of 103 working actors and stunt people. A serial mediation model was proposed whereby PsyCap predicted performance through need satisfaction and psychological well-being. Statistically significant bivariate correlations were found among PsyCap, autonomy, competence, relatedness, psychological well-being, and performance. Multiple regression analyses yielded indirect effects tested for statistical significance using bias-corrected bootstrapping. Results showed a total indirect effect of PsyCap on psychological well-being through need satisfaction and a specific indirect effect of PsyCap on psychological well-being through relatedness. Results showed no total indirect effect for PsyCap on performance through need satisfaction but did show a specific indirect effect of PsyCap on performance through relatedness. No statistically significant indirect effects of autonomy, competence, and relatedness on performance through psychological well-being were found. Theoretical and practical implications for future researchers, independent workers, and organizations supporting independent workers are discussed.</p>

<p> Deviant leadership is pervasive and destroys value and lives while leadership and followership are indispensible dyadic components of organizational performance and value in post-industrial, globalized, and complex competitive environment. Deviant leadership is an understudied destructive sub-optimal force by misapplication of organizational leadership resulting in loss, underperformance, and adverse individual impact in the modern complex organizational environment. Deviant leadership is leadership behaviors, traits, or styles that destroy organizational performance and value, and impact followers&rsquo; followership, well-being, and engagement. The emerging crucial knowledge of deviant leadership within the broader field of complexity-based leadership is oriented at destructive sub-optimal actions of leaders; contrary to the corpus of leadership literature on positive traits, theories, styles, and applications. The knowledge and application gap between destruction and loss created by deviant leadership and strategies, mitigations, and awareness for eliminating or reducing the phenomenon created a need for the exploration of deviant leadership from the follower perspective. The study of the experience of deviant leadership for followers and followership is a parallel-interrelated field of leadership study, as new organizational imperatives have resulted from a complex, connected, information-based global economy in the post-industrial age. Complexity leadership theories use complex adaptive systems as basic whole units of studying the continual dyadic relationships and interactions of leaders, followers, and followership as the interconnected symbiotic system that creates organizational value. Despite the huge volume of modern literature and knowledge on positive leadership, the serious problem of deviant leadership was unabated, understudied, and pervasive in modern complex organizations, and was addressed through rich, deep qualitative phenomenological exploration. The purpose of the study was enhanced understanding of deviant leadership for crucial awareness in maximizing effort and minimizing loss in complex adaptive organizational systems within the global economy with added information, strategies, and interventions. The meaning, essence, and invariant nature of deviant leadership was explicated from 12 organizational followers in the United States who compete in the global competitive environment. Collected and processed data enabled the qualitative phenomenological determination of how deviant leadership exists. Deviant leadership was found to be a pervasive phenomenon affecting followers and their followership in the global competitive environment.</p>

<p> The aim of this study was to investigate the perceptions of organizational workers to identify (1) To what extent do the perceptions of support staff in the financial industry regarding the leadership behaviors of direct supervisors affect their levels of intrinsic and extrinsic motivation, (2) What motivational techniques used by transactional and transformational leaders appear to be most effective at motivating support staff in the financial industry. The research questions were investigated through qualitative in-depth interviews with 14 employees in the financial industry. Analysis of data shows a close relationship with transformational leaders and positive intrinsic employee motivation and with transactional leaders a positive relationship with extrinsic employee motivation. The results of this study indicate that when intrinsic motivation is available without any extrinsic motivation, people are motivated intrinsically, but the feelings of motivation diminish quickly. When intrinsic motivation is present with extrinsic motivation, intrinsic motivation is significantly undermined. The large difference in the generational cohorts was the most substantial finding from this study. Over eighty three percent of the younger generational cohort (22-28 years old) preferred a transactional leader and just over 83 percent of the older generational cohort (43-54 years old) preferred a transformational leader. The results of this study have implications for recruiting and selection, and leadership development.</p>

<p> <i><b>Problem:</b></i> A range of developmental models have been applied in research on leader development. Such applications often advocate &ldquo;whole&rdquo; person approaches to leader growth. They seek to expand social, cognitive, and behavioral capacities, and often reference perspective taking. Many of these approaches define developmental levels in terms of specific content, ideas, and domain-specific capacities. In some models, people are said to be at a given level because they demonstrate a certain kind of perspective taking, and they are also expected to demonstrate that kind of perspective taking because they are at a given level. This circularity largely prevents the investigation of how different capacities change together (or not) over time. </p><p> <i><b>Purpose:</b></i> Using an approach that avoids this kind of circularity it was possible to examine perspectival skills and developmental level independently. I tested three hypotheses about the relationship between change in developmental level and change in perspective taking, seeking, and coordination. It was predicted that these constructs would exhibit patterns of synchronous and asynchronous change, with the former being most prominent. </p><p> <i><b>Method:</b></i> The sample consisted of 598 civil leaders who completed a developmental assessment called the Lectical&trade; Decision Making Assessment (LMDA) up to 4 times over a 9-month leadership development program. The LDMAs yielded separate scores for Lectical level&mdash;a domain-general index of hierarchical complexity&mdash;and perspective taking, seeking, and coordination. Perspective taking and seeking scores were disaggregated into component scores for <i>salience, accessibility,</i> and <i> sophistication.</i> Ten scores were analyzed with Latent growth modeling techniques. Four types of models were fit to these data: (a) Univariate latent growth curve models, (b) multivariate parallel process models, (c) univariate latent difference scores models, and (d) bivariate latent difference scores models. </p><p> <i><b>Results:</b></i> All hypotheses were partially confirmed. Change trajectories for most scores were non linear, characterized by dips and spurts. The rate of change in perspective scores was not related to rate of change for Lectical score or initial Lectical score. Initial Lectical score was positively related to initial perspective scores. Lectical score was a leading indicator of subsequent change in seeking and seeking salience. Lectical change positively impacted seeking change, whereas Lectical score positively impacted seeking salience change. </p><p> <i><b>Conclusions:</b></i> The relationship between change in these constructs is more complex than typically portrayed. Evidence suggests that these variables change more independently of each other than claimed in earlier research. Patterns of asynchronous change were three times more common than synchronous change, and Lectical score predicted change in only some aspects of perspectival capacity. Implications for theory, method, and pedagogy, along with study limitations and avenues for future research are discussed.</p>

<p> Managing the behavioral needs of individuals with developmental disabilities has been a long-standing concern for group home managers and direct care staff. Consultee-centered consultation has a history of documented benefits for children in schools and was theorized to be beneficial to adults with developmental disabilities residing in group homes. Adults with disabilities continue to experience behavioral difficulties while staff lack the training to maintain quality support services. Caplan&rsquo;s consultee-centered consultation (1993) bridges the gap between client centered behavioral consultation and consultee effectiveness in addressing client behavioral concerns. The purpose of this study was to investigate the effects of consultee-centered consultation on client behavior and the group home environment. Three community-based group homes were chosen to participate in this study using matched assignment. Participants included ten clients with challenging behaviors, two consultees (managers of group-homes), three data collectors and direct-care staff working with clients. This study showed encouraging support of a decrease in the frequency of challenging behaviors exhibited by clients residing in two group homes that received consultee-centered consultation for twelve and six weeks. The level of job satisfaction for employees participating in this study did not demonstrate change over the course of the 15-week study. Despite a lack of support for a change in employee satisfaction, both consultees receiving consultee-centered consultation reported that consultation helped them to address staff concerns and improvements in their level of confidence and skills. </p>

<p> Through social network measures, this study investigates Shared Leadership and other structures of team leadership as they relate to team performance and team work engagement. A sample of 59 interdisciplinary teams, composed of students at a Midwestern university, were studied during a semester long course that engages students in complex applied projects. Students were rated on their team performance at the end of the semester, and were also asked to rate their individual work engagement and social network interactions within their team. Regression analyses revealed that social network density, but not decentralization, was a consistent positive predictor of team performance and team work engagement. Additionally, network measures and team leadership structures, would relate differentially to either team outcome depending on the type of network content (i.e. instrumental or socio-emotional). Results of moderator analyses reveal that surface (i.e. gender) and deep-level (i.e. academic major) diversity moderate the relationship between instrumental decentralization and team performance. Moreover, deep-level diversity moderates the relationship between teams engaged in instrumental Shared Leadership and team performance. A discussion of the results and implications for research and practice are provided.</p><p>

<p> Workplace wellness programs (WWPs) aim to curtail health-care expenditures while increasing employees&rsquo; health and wellness. However, WWPs are not effective at helping employees affected by obesity, and participants may be penalized with higher health care costs for not meeting biometric markers. The disease burden to treat the related health conditions for those with obesity cost $1.42 trillion in 2014 and continues to increase. This retrospective multiple case study examined seven companies and 10 employees within the theoretical framework of positive psychology and global well-being models to identify themes. The employees were exemplary cases that lost 3% BMI or 10 pounds of weight and kept it off for six months or more while utilizing their WWP. Eight themes emerged including meaningful relationships, vitality, positive emotions, resilience, optimism, confidence, trust/faith, and hope. The eight themes provided insights for a unique way to integrate and examine positive psychological capital and positive organizational health as a strategy for long-term well-being, weight loss, and health in WWPs. The top four themes identified extrinsic shared motivational constructs that could be identified and strengthened by values in action and positive psychology interventions to promote WWP engagement and success. An organization supporting a health and wellness culture can benefit over time with healthier, happier, and productive employees. The lower four themes offered awareness of intrinsic motivation and self-concepts for deeper meaning within the context of weight loss and maintenance. This research presents a template (Weight and Wellness Mindset) to organize positive psychological variables that may be examined through quantitative research. The positive psychological constructs may be measurable to promote hedonic and eudemonic well-being and impact employees&rsquo; engagement and success in WWPs. </p><p>

<p> Work engagement and burnout have been researched extensively through the Job Demands-Resources (JD-R) stress framework; however, there are still relationships within the model that are not fully understood. Historically, job demands have been considered to be one homogenous group having similar relationships with resources, burnout and engagement. Researchers have found that job demands have been consistently positively related to burnout, and job resources have been positively related to engagement. Associations between job demands and engagement have been shown to be positive, negative, non-existent, as well as curvilinear (Bailey, Madden, Alfes, &amp; Fletcher, 2015). However, job demands may be differentiated into challenges, which may actually be less harmful for workers, and hindrances, which may account for the majority of the negative association with burnout. Although a small amount of primary research has investigated demands differentiated into challenges and hindrances with samples outside of the U.S., no studies to date have investigated the relationship between challenge and hindrance demands with burnout and work engagement with a sample of employees in the U.S. Additionally, very little research has studied the interaction effects within a differentiated demands model on burnout and work engagement. In this study, a moderated hierarchical regression analysis was used to explore the relationships among challenge demands, hindrance demands, resources, burnout, and engagement with a sample of knowledge workers in the U.S. sourced through the Amazon Mechanical Turk system. Overall, hindrance demands were found to be positively related to burnout and negatively related to engagement. Challenge demands were not significantly related to burnout but were positively related to engagement. The interactive effects of job resources were only observed for the hindrance demand relationships. The differentiated model of job demands may provide a clearer understanding of the different mitigating and boosting relationships between challenges, hindrances, and resources. The results of this study suggest that for executives who wish to increase the positive outcomes associated with well-being, they may want to focus on reducing hindrance demands and increase access to resources across their organizations. Further implications for practice and research will be discussed.</p><p>

<p> Today&rsquo;s&nbsp;organizations&nbsp;must meet the external and internal challenges of&nbsp;continuous change.&nbsp;Most traditional organizational models, however, are designed for stability, including forms of leadership that use top-down, command-and-control hierarchy to steer direction and work. This study explores an alternative phenomenon observed in practice, collaborative leadership culture (CLC). In CLC, organizations determine where they are going, coordinate work, and sustain commitment through broad participation, collaborative practices, and emergence. Scholars&nbsp;study&nbsp;similar phenomena using different names, including&nbsp;in the emerging area of relational leadership and in constructive-developmental theory, a stage theory of adult development. What has not been well researched is how these forms of leadership develop. The research that does exist emphasizes senior leaders as participants versus taking a whole systems approach. This study explores how CLC develops in organizations, aiming for a multi-level, systemic collection of data. </p><p> This research is a single case study that uses critical incident interviews (CIIs) to understand how a 100-person catering company in suburban Chicago, Tasty Catering, developed CLC. The study draws on CIIs with 30 members representing diverse company areas and roles. All participants completed the Leadership Maturity Assessment (MAP), a measure of human development. Participants also completed a preliminary Direction, Alignment and Commitment (DAC) survey intended to understand the extent to which participants perceive leadership outcomes are produced by their current form of leadership. Study findings were captured in a proposed conceptual model of how CLC develops. The conceptual model includes individual behaviors, or levers, that contribute to six organizational drivers that create the conditions for CLC. The data also indicate that complex individual development of members and/or formal authority holders as measured by the MAP is not a prerequisite for developing CLC in an organization. The study presents practical implications for organizations, leaders, teams, and leadership educators, as well as recommendations for future research.</p>

<p> The real estate industry is facing several challenges, including the need for real estate agents to experience success within their profession. The goal of this study was to fill the gap in the literature in determining if, and to what degree, experiential and strategic emotional intelligence, gender, and full-time/part-time work status predicted successfulness among real estate agents in central and northern Arizona. This study was based on the ability-based emotional intelligence model. The study utilized the Mayer-Salovey-Caruso Emotional Intelligence Tests (MSCEIT) to measure REALTORS&rsquo;^&reg; emotional intelligence level, as well as SurveyMonkey to collect demographic data on the participants. Data analysis was conducted using a single binary logistic regression. Results indicated that experiential emotional intelligence and strategic emotional intelligence are not significant predictors of REALTOR^&reg; success. However, gender and the full-time/part-time work status were found to be significant predictors of REALTOR^&reg; success (<i>OR</i> = 0.307, <i>p</i> = .017 and <i> OR</i> = 3.936, <i>p</i> = .014, respectively). Findings suggest that male real estate agents have a higher likelihood of success than female real estate agents. Additionally, full-time real estate agents have a higher likelihood of success than part-time real estate agents. </p><p>