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Coaches play a major role in helping people understand their values and the values of their surroundings and helping them make choices and adapt. Sometimes the choice may be to find a situation more in sync with your values. Or it may mean working hard on yourself or in concert with your partner, team, or organization. Whatever we need to do to attain it, a positive fit makes for a happier person, and a happier person will be more successful. This accessible and practical book will help coaches, educators, leaders, and managers understand the philosophy, methodology, and tools that can be used to make a person happier, healthier, and more productive at work and in life in general. This book compiles short vignettes from over a dozen global academics and celebrated executive coaches, sharing information about aligning values in different settings. Based on years of research and written for readers from all walks of life, you will learn that when you understand your core values, place them on a triaxial template, and align them with your definition of success, everything changes. It will help you come out of your comfort zone in order to embrace the future and enhance the quality of your life. For this, you need a concept, a methodology, and effective tools, all of which are offered in this book. Rich with practical step-by-step methodologies and tools to facilitate values-led leadership, coaching, and mentoring, this book is essential for any change agent, be it a coach, a leader, an educator, or any person who is interested in learning how to become more effective, improve their practice, and engage in self or professional coaching. At the same time, it will enhance leadership qualities.

'Cross Cultural Competence' serves as a comprehensive, practical, and workshop-based program that allows facilitators and organizational change agents to help organizations and people develop cross cultural skills and global competence. The book is grounded in the most rigorous and relevant theories, research, and learning methods and makes them easily accessible and fun to apply. Rich with exercises, case studies, survey instruments, and tools, it is based on the authors' extensive experience in delivering cross cultural training, coaching, and consulting in multiple languages to numerous organizations across the globe. The book may also be used by individuals who want to better understand the complexity of working and living in a cross cultural world or who want to improve their capabilities in cross cultural management. The book describes why individuals, organizations, and institutions need to develop global competence, proposes an original and holistic \"Cross Cultural Competence Model,\" describes the business case for global competence, and provides all the concepts, knowledge, skills, and training tools needed to develop global competence in people and organizations.

Purpose – The purpose of this paper is to examine the reasons given by nurses for working part-time; compare the work experiences, satisfactions, and psychological well-being of nursing staff working full-time vs part-time; and identify possible antecedents and sources of leverage to encourage part-time nurses to work full-time. Design/methodology/approach – An online survey was developed, pre-tested and validated, and sent to the regional associations of nurses in Spain for distribution to their members. Data collection involved a cross-sectional design. A total of 2,094 valid questionnaires were completed online. The majority of responding nurses were located in Catalunya and Gipuzkoa. Respondents were given 15 reasons and asked to indicate the extent to which each played a role in their decision to work part-time. Job context and job content scales bearing multi items reliable measures were also employed. All scales met the criteria of reliability. Findings – Nurses working full-time included more males, were older, had longer nursing experience (both job and unit tenure), reported higher levels of both job resources (autonomy, self-development opportunities), higher levels of positive work attitudes (job involvement, affective commitment, work engagement), more medication use, and a higher intention to quit. Full-time and part-time nursing staff were similar on marital status, levels of social support (supervisor, co-worker, spouse, and family), self-reported absenteeism, levels of burnout, levels of psychological well-being (psychosomatic symptoms, self-reported health), and potential accident propensity. Some of the more concrete results include: first, reasons for working part-time were varied with some being voluntary (going to school) and others involuntary (poor health). Second, different clusters of individuals likely exist (e.g. students, caretakers, transitioning to retirement or other career options). Third, part-time nursing staff tended to report a more negative workplace (less autonomy, fewer opportunities for self-development) and less favorable work attitudes (less engagement, job involvement, and affective commitment) than their full-time counterparts. Research limitations/implications – First, all data were collected using self-report questionnaires, raising the possibility of response set tendencies. Second, all data were collected at one point in time, making it difficult to determine cause-effect relationships. Third, although the sample was very large, it was not possible to determine its representativeness or a response rate given the data collection procedure employed. Fourth, the large sample size resulted in relatively small mean differences reaching levels of statistical significance. Fifth, many of the nurse and work/organizational outcomes were themselves significantly correlated inflating the number of statistically significant relationships reported. Finally, it is not clear to what extent the findings apply to Spain only. Practical implications – Health care organizations interested in encouraging and supporting part-time nursing staff to consider working full-time may have some sources of leverage. Part-time nursing staff indicated generally lower levels of commitment involvement and engagement compared to their full-time colleagues. Part-time nursing staff in this study reported lower levels of job resources, such as autonomy and self-development opportunities. Increasing nursing staff input into decision making, increasing levels of nursing staff empowerment, increasing supervisory development that in supporting and respecting the nursing staff contributions, reducing levels of workplace incivility, and improving nursing work team functioning would make the work experiences of part-time nursing staff more meaningful and satisfying. In addition, offering more flexible work schedules and tackling the stereotype associated with working only part-time would also address factors associated with working part-time. A more long-term strategy would involve enhancing both the psychological and physical health of nursing staff through the introduction of a corporate wellness initiative. Increasing the work ability of nursing staff by improving their psychological and physical well-being addresses a common factor in the part-time work decision. Social implications – There is a call in the paper for Spanish authorities to consider implementing the “Magnet hospital program” which is one model that has been shown to improve nurse and patient outcomes and is one solution to the shortage of hospital nurses in attracting them to work on a full-time basis. The process of Magnet recognition involves implementing 14 evidence-based standards. Originality/value – Experts claim that the part-time phenomenon is a growing trend and is there to stay. The authors still do not know sufficiently about the HR implications for having a large workforce of part-time employees. In this paper, a tentative attempt was made to better understand this phenomenon, especially when there is a shortage of qualified nurses in the health sector. Several promising research directions follow from this investigation. First, nurses working part-time need to be polled to identify factors that would encourage and support them should they desire to change to full-time work. Second, the authors learn more about the relatively low levels of involvement, commitment, and engagement of part-time nurses, a phenomenon that most organizations wish to minimize.

Purpose The purpose of the research was to develop a tool for measuring antecedents of customer aggressive behavior (CAB) in healthcare service settings, by identifying its roots in organizational and interpersonal dynamics. Design/methodology/approach Four studies were conducted. In Studies 1 and 2, antecedents of CAB were identified through analysis of internet reader comments and a questionnaire was distributed to students. In Study 3, scenarios were used to validate the findings of the previous studies. Finally, in Study 4, a scale was developed and validated for measuring organization- and person-related triggers of CAB using samples of 477 employees and 579 customers. Findings The concept of CAB was conceptualized and validated. In total, 18 items were identified across five dimensions: personal characteristics, uncomfortable environment, aggressive role models, reinforcement of aggressive behavior and aversive treatment. The scale demonstrated good psychometric results. Research limitations/implications The research relies mainly on customer perspective. Employees and additional stakeholders should be included to achieve more accurate information that could contribute to a better understanding of CAB and its roots. Practical implications Exploring social and organizational antecedents that trigger CAB could help healthcare managers evaluate and proactively manage CAB and its implications within their organization. Originality/value This measurement scale is the first comprehensive tool, based on Bandura’s social learning theory (1973), that may identify and measure antecedents of CAB, and could be used to reduce CAB in healthcare service settings.

The COVID-19 pandemic has had a prolonged impact on many people working in different sectors. This paper focuses on the psychological stress consequences of professionals working in the educational sector in Andalucía (Spain). Using a sample of 340 educators, this empirical paper identifies the antecedents and profiles of those that ended up with burnout vs. those that were able to develop resilience. Results from OLS regressions show that regardless of the origins of stress, the principal determinant of burnout is clearly a lack of support and a perception of an inability to control a situation. Furthermore, results also show that working sources have a higher impact on the configuration of high burnout, while family sources harm those who are more resilient (low burnout).

Plus que jamais l'éthique et l'émotionnel deviennent des valeurs aussi essentielles que l'économique. Elles conduiront au succès dans la vie professionnelle comme dans la vie privée en conciliant compétitivité avec mieux-être. Vous trouverez dans ce livre des conseils pratiques pour comprendre l'importance et l'incidence de vos valeurs pour votre épanouissement et l'adaptation aux changements permanents au travail comme dans la vie.

'Cross Cultural Competence' serves as a comprehensive, practical, and workshop-based program that allows facilitators and organizational change agents to help organizations and people develop cross cultural skills and global competence. The book is grounded in the most rigorous and relevant theories, research, and learning methods and makes them easily accessible and fun to apply. Rich with exercises, case studies, survey instruments, and tools, it is based on the authors' extensive experience in delivering cross cultural training, coaching, and consulting in multiple languages to numerous organizations across the globe

Careers, stress, and mental health in the twenty-first century Organizations and people in the twenty-first century face challenges that arise from ever increasing complexity and dynamics resulting from fierce competition on the industrial battlefield (Nelson and Quick, 2006). As individuals' skills become obsolete, they strive to \"de-learn and re-learn\" in order to add continuing value to organizations. This continuous process of upgrading skills and abilities, along with other career challenges such as career deadlocks and career plateaus, contributes to a significant rise in stress and anxiety for people at work. These forces can affect the state of mental health of employees at all organizational levels. Mental health has a significant relevance for people's career and, conversely, their career can have an impact on their mental health. This special issue of Career Development International focuses attention on the complex, intertwined set of issues around careers, stress, and mental health. The special issue is particularly concerned with two issues. The first issue is the emerging area of careers within the changing work context. No longer do individuals begin and follow a single career path over several decades, let alone follow one within a single company for an extended period of time. It is much more common for an individual to engage in anywhere from five to seven careers in a career cycle. In the same vein, professionals and especially managers no longer work in the same country. Career mobility is becoming a global phenomenon and companies are struggling to find out ways and means of increasing the likelihood of success for the international assigned managers. Executives and their families who do not adopt to the new culture, become highly stressed and the repercussions are devastating for them and for their respective organizations; both mental health and performance (i.e. organizational health) can be affected. Thus, the paper on emotional intelligence as predictor of international managers' success can be understood within the context of improving the selection model and thereby enhancing cultural adaptation and success. The second issue concerns the implications of these career changes for individual physical and psychological health. Various career and mental health themes such as emotions at work, misfit between personalities and career choices, promotion policies, career and stress are relevant here. While Quick et al. (1997) previously focused on career issues and the preventive management of stress and other chronic mental health risks in organizations, there has been a shift in the psychological community to a more positive orientation. Peterson and Seligman (2004) represent this shift with a focus on character strengths and virtues in the larger domain of positive health psychology. This is in alignment with the current leadership challenge in organizations for healthy, happy, productive work. Some scholars even propose a new agenda for leaders of the twenty-first century organizations consisting of reengineering the culture to increase the possibilities for individuals not only to add economic values but also to find the workplace playful and exciting (Dolan and Garcia, 2002; Dolan and Richley, 2005). Other leaders liked Major General James Childress of the United States Air Force, who brought in a senior USAF psychologist to oversee the mental health of a 13,000 person workforce during a major process of realignment and industrial restructuring, are needed through civilian, military, and governmental organizations (Quick and Quick, 2004). In sum, career management in the twenty-first century has been overshadowed by the urgency of day-to-day pressures that in turn incur serious costs in terms of quality, performance, employee morale and commitment, absenteeism and even work accidents. With a heightened awareness of career management in the workplace, organizations can seek ways and means to implement strategies that align business objectives with individual visions of career success on the one hand, but avoiding the catastrophic stress and mental health consequences on the other hand. If such alignment is successful, an organizational career development program can accelerate workforce adaptation to change, improve cost-effectiveness of human resource decisions, increase retention of the organization top achievers, and enhance the overall well being of the organization. Shimon L. Dolan James Campbell Quick Guest Editors Previously published in: Career Development International, Volume 10, Number 5, 2005.