KEEN TO HELP? MANAGERS' IMPLICIT PERSON THEORIES AND THEIR SUBSEQUENT EMPLOYEE COACHING

Although coaching can facilitate employee development and performance, the stark reality is that managers often differ substantially in their inclination to coach their subordinates. To address this issue, we draw from and build upon a body of social psychology research that finds that implicit person theories (IPTs) about the malleability of personal attributes (e.g., personality and ability) affect one's willingness to help others. Specifically, individuals holding an "entity theory" that human attributes are innate and unalterable are disinclined to invest in helping others to develop and improve, relative to individuals who hold the "incremental theory" that personal attributes can be developed. Three studies examined how managers' IPTs influence the extent of their employee coaching. First, a longitudinal field study found that managers' IPTs predicted employee evaluations of their subsequent employee coaching. This finding was replicated in a second field study. Third, an experimental study found that using self-persuasion principles to induce incremental IPTs increased entity theorist managers' willingness to coach a poor performing employee, as well as the quantity and quality of their performance improvement suggestions.     

Relational Drawings in Couple Therapy

In couple therapy sessions, partners often get into long and drawn-out discussions, heavy with pain, resentment, and blame. It is vital for the therapist to avoid becoming entangled in these escalating interactions. In this article, as one way of avoiding these interactions, a protocol is proposed of using relational drawings in couple therapy for opening space for new stories. This approach is strongly rooted in extensive therapeutic experience, as well as in dialogical ideas. Not the content of the partners' imagery is central, but rather the dialogical exchange about the drawings. In particular, the focus of the therapist is on the partners' interactions, their hesitations and their surprises. Working in this way opens space for the partners to reflect on what they experience as crucial in their bond. The protocol is illustrated with two detailed case examples.     

ABSOLUTE ACTION: DIVINE HIDDENNESS IN KIERKEGAARD'S FEAR AND TREMBLING

This article reads Fear and Trembling constructively as a theological work. Abraham's faith is a lived movement irreducible to either ontology or epistemology. Faith is an action that waits upon what it alone could never accomplish. This is absolute action. In Abraham's case, he offers up Isaac to death with the absurd expectancy that Isaac will be returned. This double movement is a doxological abandonment of oneself and one's world to God that waits expectantly to receive them back as gifts. It is these dynamics of faith that show God to be hidden, precisely within the intimate drawing near of God. The article concludes with a constructive gesture toward an “apophaticism of action.”     

PERCEIVED INGROUP AND OUTGROUP PREFERENCE: A LONGITUDINAL CAUSAL INVESTIGATION

Although there has been substantial research on perceptions of preference in hiring, there is considerably less focus on perceptions of preference in organizational activities more generally. Researchers seldom assess perceptions of preference for both historically high- and low-status groups and for both one's own group and others. Using a three-wave longitudinal survey of 1,094 employees, the causal direction between perceived preference and satisfaction with management, moderators of that relationship, and whether responses to perceived preference differed by group were examined. On average, groups perceived more outgroup than ingroup preference. The satisfaction to perceived preference causal direction was significantly stronger than the reverse for outgroup preference, suggesting that increased satisfaction with management leads to decreased future perceptions of outgroup preference more so than vice versa. The relationship between satisfaction with management and perceived outgroup preference was moderated by perceived organizational tolerance of discrimination, suggesting that positive diversity climate can alleviate the negative effects of dissatisfaction with management on perceived outgroup preference.     

Identifying People Who Are Motivated to Manage: Don't Overlook Black Business Students

The Miner Sentence Completion Scale (MSCS) was used to obtain motivation to manage scores for 227 Black business students attending colleges and universities in Middle Atlantic and Southeastern states. The average score for motivation to manage score was at least as high as the scores reported by Miner in his studies of White undergraduate business students. No difference was found between students attending public and private institutions. Nor was there a difference between those attending predominantly Black and predominantly White colleges.     

Careerist,Wage-Earner,or Entrepreneur: Work Values and Counseling

Work values play a major role in career decisions, but how often are these values consciously addressed in counseling? Studies based on ethnology offer new insight into the importance of work values. This article points to some implications for counseling.