Coping with the “Mess” of Stress: An Assessment‐Based Research Project

Abstract

The AT & T Managerial Stress Research Project, aimed at addressing the complexities and methodological problems that have hampered the study of stress, was carried out utilising an assessment centre evaluation process to analyse and integrate non‐simulation data gathered from multiple measures, methods and perspectives. The assessment centres should give more attention to their choices of prescreen. From the wide array of prescreens available, each possessing a unique combination of advantages and disadvantages, selection of prescreen(s) should be influenced by their intrinsic characteristics, and other factors, such as situational constraints. The accuracy of promotional decisions may depend as much on the prescreening process as on the validity of the assessment itself.

Institutional Vision in Christian Higher Education: A Comparison of ACCU, ELCA, and CCCU Institutions

“…Similarly, George (2000) noted that the ability to generate and maintain optimism is one of the essential components of effective leadership and vision in a learning community. Optimism in messages from administrative leaders, note Kelloway and Barling (2000), directly enhances organizational outcomes, particularly during times of transition, uncertainty or turbulence (see also Bunker, 1986;Hart, Jarvis, & Lim, 2002;Pillai & Meindl, 1998).…”

An Assessment of the Institutional Vision of Catholic Colleges and Universities

“…Similarly, George (2000) noted that the ability to generate and maintain optimism is one of the essential components of effective leadership and vision in a learning community. Optimism in messages from administrative leaders, note Kelloway and Barling (2000), directly enhances organizational outcomes, particularly during times of transition, uncertainty, or turbulence (see also Bunker, 1985;Hart, Jarvis, & Lim, 2002;Pillai & Meindl, 1998).…”

Charting the Verbiage of Institutional Vision: Implications for Academic Advising

“…Also, George (2000) noted that the ability to generate and maintain optimism is one of the essential components of effective leadership and vision in a learning community. Optimism in messages from administrative leaders, noted Kelloway and Barling (2000), directly enhances organizational outcomes, particularly during times of transition, uncertainty, or turbulence (see also Bunker, 1986;Hart, Jarvis, & Lim, 2002;Pillai & Meindl, 1998).…”