The theory of resilience and relational load

Resilience is one of the most profound constructs across disciplines. Yet, the largely atheoretical nature of the research on resilience continues to make it elusive. A new theory of stress and resilience in close relationships—the theory of resilience and relational load (TRRL)—is advanced to fill this void in the literature. The theory bridges communicative, perceptual, and physiological aspects of stress within the context of social relationships to explain personal/relational risk, resilience, and thriving. The TRRL examines how relational partners' and family members' communal orientation and maintenance of their relationships on a daily basis influence their communication during stressful moments, as well as their appraisals of the stress. The theory also details how these communication patterns and appraisals influence personal and relational health and adaptation. Finally, the concept of relational load is set forth, which is the wear and tear that chronic stress and depletion of one's emotional, psychological, and relational resources through repeated, stress‐related conversations can have on relationships. Ultimately, people need to continually invest in their relationships to prevent relational load and foster resilience and possible thriving.     

WHAT DO PROACTIVE PEOPLE DO? A LONGITUDINAL MODEL LINKING PROACTIVE PERSONALITY AND CAREER SUCCESS

We developed and tested a model linking proactive personality and career success through a set of four behavioral and cognitive mediators. A 2-year longitudinal design with data from a sample of 180 full-time employees and their supervisors was used. Results from structural equation modeling showed that proactive personality measured at Time 1 was positively related to innovation, political knowledge, and career initiative, but not voice; all measured at Time 2. Innovation, political knowledge, and career initiative in turn had positive relationships with career progression (salary growth and the number of promotions during the previous 2 years) and career satisfaction. Interestingly, voice had a negative relationship with career progression. We discuss practical implications and future research directions for proactive personality, extra-role behavior, and careers.     

Hidden in Plain Sight: The Active Ingredients of Executive Coaching

We propose that I/O psychologists who coach executives have overlooked psychotherapy outcome research as a source of information and ideas that can be used to improve our executive coaching practices. This research, based on thousands of studies and many meta-analyses, has converged on the conclusion that four "active ingredients" account for most of the variance in psychotherapy outcomes. We describe how this literature has identified four primary "active ingredients" that account for most of the variance in psychotherapy outcomes: 1) Client/extratherapeutic factors (40%), 2) The relationship or alliance (30%), 3) Placebo or hope (15%), and 4) Theory and technique (15%). Working on the assumption that psychotherapy and executive coaching are sufficiently similar to justify generalization from one domain to the other, we describe these four active ingredients at length and explore how they may be at work in the executive coaching process. We also suggest that I/O psychologists have training and experience that allows us to leverage some of these active ingredients in our executive coaching (e.g., understanding of client individual differences related to coaching outcomes). But we also have areas of weakness (e.g., building a strong working relationship with an individual client) that may need to be bolstered with additional training and development experiences.