Human Relations Training for the Elderly

The authors desribe a structured group experience designed to improve communication and to encourage support among a population of elderly persons residing in a retirement community. Group activities and suggestions for counselors are provided.     

教师领导行为与儿童同伴关系的研究

文章探讨了儿童知觉期望的教师领导行为与儿童同伴关系之间的关系.研究选取北京市某小学4、6年级学生作为被试,共180名(男100名,女80名).采用社会计量法测量儿童的同伴关系,教师领导行为问卷测量儿童知觉的和期望的教师领导行为.主要的结果如下:(1)知觉到放任型领导不利于儿童同伴关系的发展,而知觉到民主型与权威型领导对儿童的同伴关系影响不大;(2)知觉到权威型领导有利于形成一个有凝集力的班级团体,知觉到民主型领导行为有利于班级团体的调和.     

Global Leadership,Education, and Human Survival

Global leadership is the pivotal point for appropriate policies and action to ensure human survival, but a fast-changing world requires a learning leadership. How can potential and serving leaders acquire the necessary skills, abilities, and attributes for them to recognize and address the threats and challenges to our survival in the contemporary world? Serving leaders have little time for formal learning. They learn on the job through reciprocal peer interaction and transactional relationships with their followers. But the global aspect demands another dimension, cybernetic learning, within which an awareness of global ethics is central.     

Conceptual Versus Competency Approach in Human Relations Training Programs

This study examines how the changes in the Carkhuff Human Resources Development (HRD) training model affect the acquisition of defined interpersonal discrimination and communication skills. A competency-based HRD (post-1974) counselor training group was compared with a conceptual-based (pre-1974) human relations counselor training group and a no-contact counselor training group. Although the groups were equivalent on the pretest, the posttest results show statistically significant differences (p >.01) between all groups as a result of training. The findings support the competency-based training as more effective than the conceptual-based human relations training in acquiring interpersonal counseling skills.     

群体规模与领导行为对群体组织公民行为的影响

以37个工作群体中的501位员工为对象,探讨群体规模与领导行为对群体组织公民行为的影响。运用多层验证性因子分析技术对调查数据进行了检验,并在此基础上进行了最优尺度回归和偏最小二乘回归分析。结果表明,群体规模越大,群体组织公民行为的水平越低。领导的个人品德和团队维系行为对群体组织公民行为具有显著的正向影响作用,而领导的工作绩效行为对群体组织公民行为的影响作用不显著。     

The Forgotten Facilitators: Human Relations Training for Support Personnel

Lamb and Rapin's (1976) ecological model for categorizing and evaluating student development services emphasizes the total environment of the student service as critical to the students' receptivity to and ultimate success in counseling. The adjunct role of the support staff in the creation and maintenance of a generally positive milieu is often assumed or ignored. To remedy this situation, a staff development program was implemented to (a) provide recognition of the support personnel's necessary involvement in and contribution to the division's mission, (b) develop human relations skills, and (c) facilitate increased understanding and communication between the professional staff and the support staff.     

Openness to Experience,Ethical Leadership,and Innovative Work Behavior

Drawing on trait activation theory, we examine ethical leadership as a boundary condition on the relationship between openness to experience and innovative work behavior. We collected data from 291 subordinates and 51 supervisors to test our theoretical model. Our results suggest that openness to experience was positively related to innovative work behavior. Furthermore, this relationship was only significant when ethical leadership was perceived high as compared to low. Our research contributes to the literatures on innovative work behavior and ethical leadership.     

The Continuity Strategy,Human Behavior,and Behavior Analysis

The Psychological Record - In behavior analysis, continuity refers to the assumption of a similarity of behavioral principles or processes between nonhumans and humans, which is often considered to...     

The Impact of Developmental Issues on Human Relations Training for Preservice Teachers

The developmental stage of an individual receiving human relations training is of critical importance in determining whether the training will be effective and whether it will be incorporated easily or only after overcoming stiff resistance.     

Training Leader Emotion Regulation and Leadership Effectiveness

Purpose

The purpose of this study was to test whether we could train the regulation of affective displays of leaders in terms of the emotion regulation strategy of deep acting (displaying feelings one also experiences) and display of positive affect. We also tested whether this resulted in improved leadership effectiveness (i.e., a mediation model in which the training results in greater leadership effectiveness through improved emotion regulation).

Design/Methodology/Approach

Data were obtained from a field experiment. We randomly assigned N = 31 leaders (rated by N = 60 subordinates) to a control group without training or an experimental group with emotion regulation training. Before and 2 weeks after the intervention, deep acting (leader-rated) and positive affective displays and leadership effectiveness (subordinate-rated) were assessed.

Findings

The training had positive effects on deep acting, positive affective displays, and leadership effectiveness. Deep acting and positive affect mediated the relationship between the intervention and leadership effectiveness.

Implications

We discuss how this helps build the case both for an emotional labor approach to leadership and for the leadership development potential of such an emotional labor approach.

Originality/Value

The findings of this study represent the first causal evidence that leader emotion regulation can be trained, improved emotion regulation results in greater leadership effectiveness and is one of the first empirical studies that integrates emotional labor theory to leadership effectiveness. It is therefore important from a theory development perspective.

     

Organizational Safety Climate and Supervisory Layoff Decisions: Preferences Versus Predictions

The current research investigated the extent to which supervisors take safety vs. productivity into account when making layoff recommendations under conditions of differing organizational emphasis on safety vs. production. A laboratory experiment with 57 participants acting as supervisors manipulated the organizational climate to emphasize safety vs. production and the safety performance and productivity of 4 subordinates. Results indicate that layoff recommendations were influenced by the stated organizational climate. However, regardless of the stated organizational priorities, participants predicted that upper management's final layoff decisions would result in safe workers being laid off to a greater extent than productive workers. Implications of these results are discussed in light of organizational efforts to improve their safety climate and employee safety performance.     

Human Relations Skills Training in Teacher Education: The Link to Effective Practice

Brandt, R. (1985). On teaching and supervising: A conversation with Madeline Hunter. Educational Leadership, 42, 61–66. Hunter, M. (1985). What's wrong with Madeline Hunter? Educational Teacher Leadership, 42, 57–60. Ligon, S.A. (1984). A strategy for helping students with their problems. Teacher Educator, 19, 28–32. Manning, B.H., & Payne, B.D. (1984). Student teacher personality as a variable in teacher education. Teacher Educator, 20, 2–12. Sadker, M., & Sadker, D. (1985). Is the O.K. classroom O.K.? Phi Delta Kappan, 66, 358–361. Smith, B.O. (1985). Research bases for teacher education. Phi Delta Kappan, 66, 685–690.     

Creative Climate: A Leadership Lever for Innovation

The working atmosphere within an organization has an important influence on its level of innovative productivity. Organizational leaders influence innovative productivity as well as the climate for creativity and innovation. This exploratory study included 140 respondents from 103 different organizations, 31 industries, and 10 countries, all of whom completed an online survey focused on examining the intervening nature of the climate for creativity and innovation. First, those who perceived more leadership support for innovation had significantly better creative climate scores. Second, those who perceived higher levels of innovative productivity also had better climate scores. Finally, organizational climate as an intervening variable between leadership behavior and innovation was confirmed through partial correlation and mediation analysis. The findings of this study support the pivotal role that creative climate plays between leadership behavior and innovative productivity.