Career pathfinders: a qualitative study of career development

This paper examined the perceptions of career path and issues of MBA students in response to Lore's The Pathfinder, a comprehensive career-planning model. Using internet discussion boards, an interactive dialogue was mentioned by participants in response to the components of Lore's model. The sample consisted of 50 fully employed MBA students enrolled in a course on self-assessment and career planning. A total of 1,781 separate postings were made and analyzed, using inductive analysis derived from discussion threads based on Lore's categories: comments on Lore's Pathfinder model, living a life you love (what's the holdup, career fantasies, work and family issues, and career selection), how to get there from here (commitment and future from the present), and designing your future career. Findings indicated several interesting trends in the career planning of current MBA students, particularly the importance of self or self-reflective observations in real time as students who are also fully employed formulate career plans. Implications for psychologists and career counselors, career development models, and suggestions for research are presented.     

Work and Family Variables, Entrepreneurial Career Success, and Psychological Well-Being

The study examines the influence of work and family variables on the career success and psychological well-being of 111 men and women entrepreneurs. The results show that work-domain variables account for significant variation in time commitment to work, whereas family-domain variables explain substantial variation in time commitment to family. Time commitment to work and time commitment to family play an important role in mediating the effects of gender, work and family characteristics, and role demands on work-to-family conflict and family-to-work conflict. These two types of work–family conflict in turn mediate the effects of time commitment to work and family and selected work and family variables on entrepreneurs’ career success and life stress. Implications of the findings and directions for further research are discussed.     

Interrole conflict among married women: The influence of husband and wife characteristics on conflict and coping behavior

The present research investigated the conflict that women experience between their home and nonhome roles. All of the women in the sample (N = 115) were married and living with their husbands, had at least one child living at home, and were college students. It was found that women who placed a similar level of importance on work as their husbands experienced less intense conflict than women who differed from their husbands in career orientation. In addition, the number of children at home was positively related to a woman's conflict when her husband was highly work oriented. A woman's use of reactive coping strategies was negatively related to her life satisfaction when her husband was dissatisfied with his own life.     

Health, supervisory support, and workplace culture in relation to work-family conflict and synergy

This research examined health, supervisory support, and workplace culture as predictors of work interfering with family, family interfering with work, and work-family synergy. The analysis of data from 2,796 respondents from the 2002 National Study of the Changing Workforce yielded significant relations among measures of mental health, self-rated health, supervisory support, and work-family culture with a focus on career concerns. Support was found for a measure of work-family synergy. Implications and directions for research are discussed.     

What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership?

Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in employees low on proactive personality, but hardly affects employees who are proactive by nature, because proactive employees are less susceptible to social influences. Using data from 223 employees (nested in 45 work teams), we indeed find authentic leadership to reduce silence in employees with less proactive personalities, but not in more proactive employees. We discuss theoretical and practical implications for silence and authentic leadership.