Ch-Ch-Ch-Changes, and I-O psychology’s role in managing them

Howes, Satoris S.; Howes, John C.; Huffcutt, Allen I.

doi:10.1017/iop.2021.28

Cited by 2 publications

(1 citation statement)

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“…Recent scholarship has described this 'improving mentality' as contagious; in other words, ardent individuals were keen to share their intention to innovate and ensured that innovation was a practice that spread, person to person. 29 This assessment maps onto a general upsurge in popular engagements with science. An inclusive culture of innovation, dependent more on personal motivation than role, education or training, corresponds closely with the findings of this book.…”

Section: Curiositymentioning

confidence: 99%

1 Introduction

Hannan

2023

A Culture of Curiosity

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This is a book about the character of enquiry in the eighteenth century. It focuses on the years c. 1660 to 1830, an era synonymous with 'Enlightenment' and consolidation of the 'new science'. A vast body of scholarship has discussed the activities of this period's famous intellectuals: fellows of the Royal Society, university men, letter-writers in far-reaching networks of scholarly exchange or the new industrialists making connections between the art and science of manufacture. The individuals at the heart of this book are more difficult to categorise; their achievements were rarely proclaimed in print. They were members of a large and diverse population of the intellectually curious and they conducted their enquiries from home.The eighteenth-century home was a complex space, capable of providing its inhabitants with sustenance of a physical, social and emotional kind. As such, it was also an environment uniquely conducive to scientific work. The materials, equipment and skills of home produced the goods necessary to feed, clothe and heal a family. Households were sustaining and generative; they were simultaneously the sites of childbirth and cheese-making. Many aspects of domestic labour demanded in-depth material knowledge and techniques were honed through repetition. As Bathsua Makin observed in 1673, 'To buy wooll and Flax, to die scarlet and purple requires skill in natural philosophy.' 1 Thus, people worked busily and skilfully to achieve the necessary cycles of production and consumption. They cheated the deprivation of winter with preserved fruit and meat and they carefully recorded the results of their resourcefulness in pounds, shilling and pence. These domestic practices, in all their variety, equipped occupants with the tools of their intellectual

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Section: Curiositymentioning

confidence: 99%

1 Introduction

Hannan

2023

A Culture of Curiosity

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Servant and Crisis Manager? The Association of Servant Leadership with Followers’ Adaptivity and Proactivity

Schowalter,

Volmer

2024

Journal of Leadership & Organizational Studies

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Crisis situations require employees to be adaptive and proactive in order to be successfully managed. Because servant leaders focus on serving their followers, they should be able to fulfill their followers’ needs and respond appropriately to situations that cause uncertainty, thereby helping them manage crises. Against this backdrop, we investigated whether the perception of servant leadership can support follower adaptivity and proactivity in a crisis context. Additionally, we examined two potential mediating processes to explain these relationships (i.e., followers’ basic psychological need satisfaction and procedural justice perceptions). Using a longitudinal study with three measurement points between March 2020 (at the beginning of the COVID-19 crisis) and October 2020, we surveyed 129 teachers employed at several schools in a private school association in Germany. In line with our hypotheses, the results of the path analysis showed that servant leadership perceptions were positively associated with both mediators. The relationships between servant leadership and followers’ proactivity and adaptivity were mediated by basic need satisfaction. However, contrary to our assumptions, we found no direct associations between servant leadership and follower behavior, no indirect relationship between servant leadership and adaptivity via procedural justice, and even a negative indirect relationship between servant leadership and proactive behavior via procedural justice. Based on our findings, we discuss the potential benefits and negative implications of servant leadership in the crisis context.

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Ch-Ch-Ch-Changes, and I-O psychology’s role in managing them

Cited by 2 publications

References 7 publications

1 Introduction

1 Introduction

Servant and Crisis Manager? The Association of Servant Leadership with Followers’ Adaptivity and Proactivity

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