Book Review: Leadership Talk: A Discourse Approach to Leader Emergence

December 19, 2014 by

51EybSBEYhLNeed last minute shopping ideas? Can’t go wrong with a good book!

Walker, R., & Aritz, J. (2014). Leadership talk: A discourse approach to leader emergence. New York, NY: Business Expert Press. 150 pp. $43.95 paperback, $19.99 digital.

The review by Sky Marsen of the University of Southern California is published in the January 2015 issue of International Journal of Business Communication.

From the review:

Leadership is increasingly becoming one of the most valued concepts in contemporary society—one that is theorized, discussed, and deconstructed in BPCQ/IJBC3.inddmany fields, ranging from academic monographs to popular media articles. In some contexts, such as many Western individualistic societies, leadership is equated with personal charisma and power. In other contexts, leadership may be viewed as a mode of behavior that can foster ethical or collectivist principles and lead to the betterment of society. Robyn Walker and Jolanta Aritz’s book, Leadership Talk: A Discourse Approach to Leader Emergence, sees leadership as a mode of communication and examines it from the perspective of language use and discourse patterns.

The work’s main tenet is that leadership—defined succinctly as the ability to influence others—emerges through communicative practice rather than personality attributes or psychological disposition. This position suggests that individuals must be attributed leadership status by their followers, and they must continually enact this status through their performance in everyday communicative activities. The authors convincingly argue that leadership is expressed in a set of problem-solving and negotiation skills that are developed through practice in specific professional and social contexts.

Click here to read the rest of the review from International Journal of Business Communication. Want to know about all the latest from International Journal of Business Communication? Click here to sign up for e-alerts!

Does your boss find you proactive…or pushy?

December 18, 2014 by

collection-business-3-1185569-m[We’re pleased to welcome Gerhard Blickle and Andreas Wihler, both of the University of Bonn. Drs. Blickle and Wihler, collaborated with B. Parker Ellen III, Wayne A. Hochwarter, and Gerald R. Ferris – all of Florida State University – on their article recently published in Journal of Management entitled “Personal Initiative and Job Performance Evaluations: Role of Political Skill in Opportunity Recognition and Capitalization.”]

Those wishing to prove themselves as “doers” must not only be hands-on and demonstrate proactive behavior but also have social acumen and a feel for favorable opportunities. Those who rely on personal initiative alone will quickly be standing there as an isolated troublemaker. This is what psychologists from the University of Bonn and their colleagues from Florida State University (USA) have discovered through surveying a variety of occupational categories. The results have been published online in Journal of Management.

jom coverQuickly write up the summary for the new project, solicit agreement from the business partners and then submit a proposed solution to the boss for the complicated financing for the project – anyone who wants to be a “doer” has to demonstrate personal initiative above all. This also becomes clear in job advertisements, because 87 percent of employers demand these proactive skills from their applicants. But personal initiative by itself is of no benefit – it has to be combined with social acumen in order to bring about success. We conducted a survey amongst employees, colleagues and their supervisors to come to this conclusion.

While personal initiative is an absolute requirement for a professional career for self-employed professionals and entrepreneurs, employees are not always met with approval from the boss if they take the reins on their own. Anyone taking personal initiative should first make certain that one’s own activities are also actually desired. Anyone who doesn’t do this is frequently considered to be a troublemaker. But how will employees know whether their proactive behavior is welcome? And how can one influence whether one’s own actions will be received positively by the supervisor?

Our international team of researchers focused on these questions in a total of three studies. The first study involved 146 employees with their supervisors from a wide variety of fields. Standardized tests were used to survey the extent to which the employees themselves took the initiative for action and had social acumen: How well are colleagues’ emotions and plans perceived and classified? Is communication efficient? The questions also focused on the ability to react appropriately to the respective situation. Together, the employee and supervisor estimate how receptive the respective company is to proactive behavior. Result: An atmosphere conducive to personal initiative led to additional positive economic results only if the person has a marked degree of social acumen.

In the second study, a questionnaire was used to ask 143 employed participants about their skill in utilizing favorable opportunities for changes through carefully selected behaviors. In addition, personal initiative was assessed in turn and the employee’s performance was evaluated by the supervisor. Result: The personal initiative demonstrated led to better performance appraisals if the skill regarding correct behaviors was pronounced.

In the third iteration, the interaction of social acumen and a feel for the appropriate moment was recorded jointly by 219 employees. As before, the researchers again asked about the company’s receptiveness to proactive behavior and evaluated the personal initiative demonstrated in the test. Along with employees and supervisors, colleagues were also included in the survey this time. The result confirms the previous findings: A positive atmosphere for proactive behavior only leads to good performance appraisals if the participants demonstrated a high degree of personal initiative as well as social acumen and sensitivity to the right opportunity.

This consequently means that appropriate identification of favorable opportunities and the ability to adapt to the respective situation are important preconditions for skillfully putting personal initiative behaviors into place. Many companies wished for employees with personal initiative, for good reason. But this skill by itself has no impact. Organizations could strengthen their position by improving their employees’ social acumen through training measures and promoting an atmosphere of personal initiative.

You can read “Personal Initiative and Job Performance Evaluations: Role of Political Skill in Opportunity Recognition and Capitalization” from Journal of Management by clicking here. Want to know about all the latest research from Journal of Management? Click here to sign up for e-alerts!

wihler2_mAndreas Wihler received his doctorate in I&O-psychology at the University of Bonn, Germany. He received his MSc in Psychology in 2010 at the University of Bonn. His research focuses on personal initiative, leadership, and personality in organizations. He has published in peer reviewed journals such as Journal of Organizational Behavior and Leadership Quarterly.

3308449Gerhard Blickle, PhD, is a Professor of Work & Organizational Psychology at the University of Bonn, Germany. He received his PhD in Psychology in 1993 from the University of Heidelberg. He has published in peer reviewed journals such as the Journal of Organizational Behavior, Leadership Quarterly, and International Journal of Selection and Assessment.

ParkerEllen_mediumB. Parker Ellen III is a fourth year PhD Candidate in Business Administration at Florida State University. He researches and teaches topics in organizational behavior, primarily related to social influence. His areas of interest are leadership, organizational politics, accountability, and teams. This summer, he’ll be moving to Boston, Massachusetts to join the Management and Organizational Development faculty in Northeastern University’s D’Amore-McKim School of Business.

Wayne-Hochwarter_smallWayne A. Hochwarter is a Jim Moran Professor of Management at Florida State University. He received a Ph.D. in Organizational Behavior from Florida State University, and has been on the faculties at Mississippi State University and the University of Alabama. He has published articles in highly-regarded journals such as Administrative Science Quarterly, the Journal of Applied Psychology, and the Journal of Vocational Behavior. He has also had research findings showcased in the BusinessWeek, Inc., MacLean’s, and Entrepreneur, as well as over 100 domestic and international newspapers.

Gerald-Ferris_smallGerald R. Ferris is the Francis Eppes Professor of Management and Professor of Psychology at Florida State University. He is a Fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the American Psychological Society. He founded and served as editor of the annual series Research in Personnel and Human Resources Management from its origin in 1981 until 2003. In 2001, he was the recipient of the Heneman Career Achievement Award, and in 2010 he received the Thomas A. Mahoney Mentoring Award, both from the Human Resources Division of the Academy of Management.

The Sports Marketing Career of “Tex” Rickard

December 17, 2014 by

Library of Congress, Prints & Photographs Division

Born in 1870, George Lewis “Tex” Rickard’s career path was far from traditional. He served time as a Texas marshal, prospected for gold in Alaska, founded both the South America Land and Cattle Company and the Rickard Texas Oil Company, and famously promoted boxing across the United States. But according to Chad S. Seifried and Ari de Wilde in their article “Building the Garden and Making Arena Sports Big Time: ‘Tex’ Rickard and His Legacy in Sport Marketing” from the Journal of Macromarketing, Rickard also made important contributions to the field of sports marketing decades before it was thought to exist.

The abstract:

Foreshadowing the beginning of the Great Depression, George “Tex” Rickard succumbed to appendicitis in 1929. A leader and representative of sport marketing during the 1920s, Rickard altered the urban landscape in American cities by definitively showing that promoters could use sports in arenas (i.e., indoor) to help those venues be economically viable through the production of awe-inspiring spectacles. In this article, the authors critically examine sport marketing as a tool to JMMK_new C1 template.inddhelp reframe the career of Tex Rickard and ultimately the development of Madison Square Garden III in the context of macromarketing. This historical and illustrative case study will also demonstrate that sport marketing is somewhat different than traditional marketing through an emphasis on media and community relations. Finally, we will show how Rickard made use of the traditional “marketing mix” (i.e., place, price, promotion, and product) to capitalize on the urban setting and other strategies employed to promote products and services.

You can read “Building the Garden and Making Arena Sports Big Time: ‘Tex’ Rickard and His Legacy in Sport Marketing” from Journal of Macromarketing for free by clicking here. Want to know about all the latest research like this? Click here to sign up for e-alerts from Journal of Macromarketing!

Journal of Leadership and Organizational Studies Now Indexed in Thomson Reuters!

December 16, 2014 by

JLOS_72ppiRGB_powerpointWe’re pleased to announce that Journal of Leadership and Organizational Studies is now indexed in Thomson Reuters’ Social Science Citation Index! The journal will receive its first impact factor when they are released next June.

Journal of Leadership and Organizational Studies is the official journal of the Midwest Academy of Management. It publishes research articles on leadership and organizational studies, focusing in particular on the intersection of these two areas of study. The journal aims to provide scholarly understanding of the effective application of leadership and other issues in an organizational context. Articles apply to both the researcher and the professional, and in all types of articles, special attention is given to practical implications.

The journal is edited by Fred Luthans of University of Nebraska, John Slocum of Southern Methodist University, Kenneth R. Thompson of DePaul University, and Julia Teahen of Baker College.

In honor of this distinction, you can read the latest issue of Journal of Leadership and Organizational Studies for free through the end of the year! Click here to access the Table of Contents.

Want to keep up with all the latest research and news like this? Click here to sign up for e-alerts from Journal of Leadership and Organizational Studies!

thumbnails.phpFred Luthans is University and Holmes Distinguished Professor of Management at the University of Nebraska. A former President of the Academy of Management and editor of three journals, his research has been devoted to psychological capital since he formulated the construct over a decade ago.

jslocumJohn Slocum is Professor Emeritus in the Cox School at Southern Methodist University, Distinguished Scholar in SMU’s Guild Hall, and an adjunct professor of organizational behavior in the Jindal School of Management, University of Texas, Dallas. He held the O. Paul Corley Endowed chair in organizational behavior for more than three decades and served as President of the Eastern Academy of Management in 1973.

kthompsonKenneth R. Thompson is Professor and the former Chair of the Management Department at DePaul University. Ken received his Ph.D. from the University of Nebraska in 1977. He has published in several journals including The Academy of Management Executive, Organizational Dynamics, the Journal of Social Psychology, in the areas of organizational behavior, Total Quality Management, self-efficacy, and goal setting. He has co-authored four textbooks and four invited chapters. Ken’s current research interests include application of Total Quality Management approaches to service and academic institutions, self-efficacy, and goal setting.

julia_teahen_1415994636_6Julia Teahen is the President of Baker College Online and mother of three. She loves online education, ed tech, innovation, social media, leadership, management history, photography, crocheting, quilting/sewing, crafting, and baking. She has over 20 years of experience in distance education. Dr. Teahen serves as Managing Editor for the Journal of Leadership and Organizational Studies and Editor of the Journal of the North American Management Society. She is also the webmaster for the North American Management Society and the Management History Division of the Academy of Management.

Tips for scholars writing an op-ed

December 15, 2014 by

[Editor’s Note: We’re pleased to welcome SAGE Publications’ Michael Todd.]

“We need to apply the science of communication to the communication of science”  – Preston Manning

While the study of communicating will never be an exact science, it certainly behooves researchers to take some time to study the best ways to communicate their research to the public to extend their work’s impact. With special expertise on topics related to so many of today’s headlines, scholars can write op-eds and opinion pieces for news outlets and blogs from a unique and important perspective.

In an effort to share some best practices for writing an op-ed, we enlisted the insight of our own resident journalist (and Social Science Space Editor) Michael Todd. Read through his tips below.

wrenchesI.  Mechanics

-          Generally op-eds are 750 to 800 words long.

-          Unlike some academic writing, keep sentences reasonably short and clear, and paragraphs much shorter than you might be used to.

-          Do not use footnotes, and keep citations in your text to a minimum. If you must acknowledge others’ work (and with the word limit, be sure it is a must), identify the person/organization only. In other words,  do not use “as Smith (2006) found,” but “Innovative medical sociologist Susie Smith’s work with teens suggests …”

-          Avoid passive voice (but don’t obsess over this).

-          Be learned, but also be colloquial

-          Avoid all acronyms unless they already have a claim on the public consciousness (e.g. PTSD).

II.  Structure

-          Start by explaining why you’re telling me this now. This does not have to be a bald statement, and probably shouldn’t be. It can be an anecdote, a reflection on a current headline, or even a call to action, but it should be explicit and quick. Yes, there will be a headline that helps accomplish this, but ultimately the headline might change.

-          Consider explaining why you are telling me this. If you are writing about your specific research output, that’s easier. If you are writing about a current event and your expertise shines a light on some facet, briefly mention your background. Note: in general, your actual work will carry more weight with the public than your degrees.

-          Pick one facet of the issue and go deep. Do not attempt to sketch out the entire history or scope of the issue and end up dealing in broad generalities. Instead, stay focused and specific. There’s probably lots of interesting tangents you could find yourself on – save them for your next op-ed.

-          Know what you are asking and make sure your piece includes a call to action. The usual point of an op-ed is to spur action, and the reader should both be convinced of your point of view and know what to do about it.

-          Readers don’t care about literature searches and rarely care about methodology.

III.  Strategy

-          Identify who your audience will be before starting to write. Foreign Affairs or Wired readers can be assumed to have some background in their publication’s focus, but you can’t assume that about a or New York Times reader. Nonetheless, it’s dangerous to assume everyone already knows something that’s well-known in your field.

-          Satire and sarcasm rarely work. Humor can be misconstrued – don’t abandon it, but be careful. And if you’re not particularly funny, this is a bad time to try and change that.

-          Provide some specific and real-world examples. Readers live on the ground, not at 30,000 feet, so try not to use speculative examples. Remember the maxim: Show, don’t tell.

-          Briefly acknowledge obvious arguments against your position and equally briefly rebut them. If you’re seeking funding, explain why your project should have a claim on taxpayer money. While it is a zero-sum game, try not to pit your pork against someone else’s pork.

-          Also, acknowledge weaknesses of your position that you may not be able to rebut (e.g. it will be expensive or this will inconvenience some stakeholders) but explain why it’s worth acting anyway.

 IV.  Extra Tips

-          Having trouble? Start by writing a headline or a tweet that really summarizes what you want to say – this can really help cut to the chase and focus your piece if you have too many things to say.

-          Start writing even if it’s imperfect at first. Weak, but begun, is better than perfect and undone.


This post originally appeared on the SAGE Connection blog.

Book Review: Ofer Sharone: Flawed System/Flawed Self: Job Searching and Unemployment Experiences

December 12, 2014 by

indexOfer Sharone: Flawed System/Flawed Self: Job Searching and Unemployment Experiences. Chicago: University of Chicago Press, 2014. 240 pp. ISBN 978-0-226-07336-1, $85 (Cloth); ISBN 978-0-226-07353-8, $27.50 (Paperback).

Erin Hatton of State University of New York at Buffalo reviewed “Flawed System/Flawed Self: Job Searching and Unemployment Experiences” by Ofer Sharone in the latest issue of ILR Review.

In Flawed System/Flawed Self, Ofer Sharone examines the experience of ILR_72ppiRGB_powerpointunemployment with great insight and deep empathy. The experience of unemployment, he argues, is neither universal nor simply determined by culture or the economy. Rather, it is structured by the particular social institutions that shape the search for work. These institutions give rise to what Sharone calls “job-search games,” but such “games” are not fun; indeed, they often cause job seekers a great deal of pain.

To investigate these job-search games and the institutions that shape them, Sharone compares the experience of unemployment across three groups: white-collar U.S. workers, white-collar Israeli workers, and blue-collar U.S. workers. Through extensive interviews and participant observation with each of these groups, Sharone finds that the experience of unemployment differs dramatically depending on the institutional context.

You can read the rest of the review from ILR Review by clicking here. Want to know about all the latest research and reviews from ILR Review? Click here to sign up for e-alerts!

Ashly H. Pinnington on Competence Regimes in Professional Organizations

December 11, 2014 by

[We’re pleased to welcome Ashly H. Pinnington of the British University in Dubai. Dr. Pinnington and Jörgen Sandberg of UQ Business School at the University of Queensland recently published “Competence Regimes in Professional Service Firm Internationalization and Professional Careers” in Group and Organization Management.]

  • What inspired you to be interested in this topic?

I developed an interest in professional’s careers when studying different promotion systems in law firms (e.g., Morris & Pinnington, Human Relations, 1998). The GOM 39(6)_Covers.inddinterpretive approach adopted by my co-author, Jörgen Sandberg, examining the management of competence in Volvo (Sandberg, Academy of Management Journal, 2000), seemed promising for examining how professionals, such as lawyers, understand their professional work and their careers. Moving from living in the UK to Australia, I was struck by the very different ways that senior lawyers described their firms’ business plans and sense of commercial opportunities in relation to the internationalization of business. Therefore, I felt it would be interesting to examine a group of high performing lawyers’ understanding of their competence in their professional work and their views on how the firm manages them and seeks to gain their commitment to organizational strategies, particularly the internationalization of business.

  • Were there findings that were surprising to you?

On reflection, I am surprised by the areas of commonality in the findings in this study and my co-author’s highly cited AMJ (2000) paper. The two studies both reveal a higher proportion of the longer tenured group of professional workers having more sophisticated and integrated approaches to competence. The findings in both studies reveal a hierarchy of competence, where the higher levels subsume the lower levels. I was also surprised that we could not identify more unique and distinctive approaches relating to business knowledge and skills in the area of international legal work. These commercial approaches appear to be directly associated with professional work identities.

  • How do you see this study influencing future research and/or practice?

I hope that our study encourages researchers to design research which successfully reveals more instances of discontinuity and dissimilarity in professional self-understanding and commercial competence. I anticipate that this study will contribute to others which theorize and evaluate ways that the professional institutes and associations have had a number of their roles in career induction, training and development supplanted by the global field of competing professional organizations. Also, it may encourage other researchers and practitioners to think more insightfully into ways that competing organizations contribute positively to the collective group of professionals and their competences.

You can read “Competence Regimes in Professional Service Firm Internationalization and Professional Careers” from Group and Organization Management for free by clicking here. Want to keep up on all the latest research from Group and Organization Management? Click here to sign up for e-alerts!

ashlyAshly H. Pinnington is a Professor of Human Resource Management and Dean – Faculty of Business at the British University in Dubai. Pinnington received his PhD in Management from Brunel University in 1991. His current research interests include Professional Service Firms, Corporate Social Responsibility, and Ethics and HRM.

jorgen-sandbergJörgen Sandberg is Professor in Management and Organisation at UQ Business School, The University of Queensland, Australia. Sandberg received his PhD in 1994 from Gothenburg School of Economics, Sweden. His research interests include competence and learning in organizations, leadership, practice-based research, qualitative research methods and philosophy of science.

Do You Have Research on Macro-Social Marketing?

December 10, 2014 by

browsing-in-pink-453218-mJournal of Macromarketing is now accepting research for the Special Issue on Macro-Social Marketing! This Special Issue will be guest edited by Ann-Marie Kennedy and Andrew Parsons, both of Auckland University of Technology, New Zealand.

Macro-Social Marketing goes beyond single campaigns for individual behavior change. This is a relatively new area in the literature and many areas of development are possible. Manuscripts could examine the use of macro-social marketing for systemic change, government sponsored social marketing and the ethical ramifications of social marketing. How social marketing relates to sustainability, development, quality of life and history could also be considered.

Empirical, conceptual and theoretical contributions are invited on (but not limited to) the following topics:

  • Macro-social marketing campaigns and their outcomes
  • JMMK_new C1 template.inddGovernment sponsored social marketing
  • Ethical implications of macro-social marketing and social marketing in general
  • Macro-social marketing’s effect on quality of life
  • Historical analyses of long term social marketing campaigns
  • Cross-country influences of social marketing campaigns
  • How social marketing relates to sustainability
  • The place of social media and virtual worlds in macro-social marketing
  • Effects of macro-social marketing in developing countries
  • Social entrepreneurship/social enterprise and macro-social marketing
  • Public policy implications of macro-social marketing

This Special Issue is tentatively scheduled for September 2017, but completed manuscripts must by received no later than February 28, 2016!

For more information, including where to submit and contact information, click here! Want to know about all the latest news like this from Journal of Macromarketing? Click here to sign up for e-alerts!

What Is Experimental Vignette Methodology?

December 9, 2014 by

07ORM13_Covers.indd[We’re pleased to welcome Herman Aguinis and Kyle J. Bradley, both of Kelley School of Business at Indiana University. Their article entitled “Best Practice Recommendations for Designing and Implementing Experimental Vignette Methodology Studies” appeared in the October 2014 issue of Organizational Research Methods.]

How can we balance concerns about internal validity and external validity—simultaneously? This seems to be an inescapable catch-22: We either conduct an experiment that maximizes internal validity (at the expense of external validity), or conduct a field study that maximizes external validity (at the expense of internal validity).

Our article that appears in Organizational Research Methods titled “Best Practice Recommendations for Designing and Implementing Experimental Vignette Methodology Studies” offers a possible solution for the aforementioned dilemma. Our article offers an in-depth analysis of experimental vignette methodology (EVM), which consists of presenting participants with carefully constructed and realistic scenarios to assess dependent variables including intentions, attitudes, and behaviors, thereby enhancing experimental realism and also allowing researchers to manipulate and control independent variables. As our article documents, EVM is underutilized in management and related fields—fewer than 1% of articles published in 30 management-related journals have used it in the past 20 years. However, all of the major journals have published at least some. So, it is possible to conduct a high-quality EVM study that makes an important contribution and is publishable in a top journal. You are probably asking: “How can I do this?” The “how-to” portion of our article address this point by providing best-practice recommendations, including an analysis of trade-offs, associated with 10 decision points involved in planning, implementing, and reporting results of an EVM study.

We are very excited about the potential of EVM to address important questions addressing causal relationships in organizational behavior/human resource management, entrepreneurship, and strategic management studies. We hope that our article will not only serve as a catalyst to inspire the future use of EVM in management and other fields, but also research that will lead to methodological improvements regarding EVM itself.

You can read “Best Practice Recommendations for Designing and Implementing Experimental Vignette Methodology Studies” from Organizational Research Methods for free by clicking here. Want all the latest news and research from Organizational Research Methods sent directly to your inbox? Click here to sign up for e-alerts!

haguinis_medHerman Aguinis is the John F. Mee chair of management and the founding director of the Institute for Global Organizational Effectiveness in the Kelley School of Business, Indiana University. His research interests span several human resource management, organizational behavior, and research methods and analysis topics. He has published five books and about 120 articles in refereed journals. He is the recipient of the 2012 Academy of Management Research Methods Division Distinguished Career Award, a former editor-in-chief of Organizational Research Methods, and a Fellow of the Academy of Management.

Indiana University Kelley School of Business 09.06.2013Kyle J. Bradley is a doctoral student in organizational behavior and human resource management in the Kelley School of Business, Indiana University. His research interests include performance management, the work-life interface, and research methods and analysis. His work has appeared in Industrial and Organizational Psychology: Perspectives on Science and Practice and Organizational Research Methods and has been presented at the meetings of the Academy of Management and Society for Industrial and Organizational Psychology.

Why Do Careers Plateau?

December 8, 2014 by

business-graphics-1428662-mWhen faced with a plateau in their career, why do some employees feel stuck and others content? What causes this plateau in the first place? Veronica M. Godshalk and C. Melissa Fender discuss in their article “External and Internal Reasons for Career Plateauing: Relationships With Work Outcomes” from Group and Organization Management.

The abstract:

Career plateauing has received little attention in the literature of late, even when employees are retaining their positions longer with little likelihood for GOM 39(6)_Covers.inddadvancement or increased job responsibilities. Relationships between reasons for structural and content plateauing and work outcomes are investigated among professional accounting association members. Contributing to the literature, our findings confirm existence of external and internal plateauing reasons and various relationships with outcomes. External reasons for structural plateauing were negatively related to job and career satisfaction, while content plateauing for external reasons was negatively related to job involvement and work motivation. Structural plateauing for internal reasons lowered job involvement, but increased job and career satisfaction, as well as intention to stay. Job involvement and work motivation mediated relationships between several reasons and job satisfaction, career satisfaction, and intention to stay. Managerial implications and future research opportunities are noted.

Click here to read “External and Internal Reasons for Career Plateauing: Relationships With Work Outcomes” from Group and Organization Management. Want to know about all the latest news and research from Group and Organization Management? Click here to sign up for e-alerts!


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