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"Grant, Adam M."
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When Callings Are Calling: Crafting Work and Leisure in Pursuit of Unanswered Occupational Callings
Scholars have identified benefits of viewing work as a calling, but little research has explored the notion that people are frequently unable to work in occupations that answer their callings. To develop propositions on how individuals experience and pursue unanswered callings, we conducted a qualitative study based on interviews with 31 employees across a variety of occupations. We distinguish between two types of unanswered callings-missed callings and additional callings-and propose that individuals pursue these unanswered callings by employing five different techniques to craft their jobs (task emphasizing, job expanding, and role reframing) and their leisure time (vicarious experiencing and hobby participating). We also propose that individuals experience these techniques as facilitating the kinds of pleasant psychological states of enjoyment and meaning that they associate with pursuing their unanswered callings, but also as leading to unpleasant states of regret over forgone fulfillment of their unanswered callings and stress due to difficulties in pursuing their unanswered callings. These propositions have important implications for theory and future research on callings, job crafting, and self-regulation processes.
Journal Article
الأصليون : كيف يحرك المستقلون العالم
يلقي هذا الكتاب ضوءا جديدا على عصر التشتت ويجيب عن سؤالين : ما الذي يتطلبه التغيير للأفضل ؟ وكيف يمكن تطبيق هذه الرؤية في الحياة ؟ وبتحطيم خرافات قصص النجاح ومعارضة المعتقدات القديمة حول طريق النجاح وإيجاد القواسم المشتركة بين عملاء التغير الجذري، يقدم لنا آدم غرانت منظورا جديدا ومؤثرا لا حول مكاننا من العالم فحسب بل حول إمكانياتنا لتغييره كليا.
BOOK
GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL
Although proactive behavior is important in organizations, it is not always appreciated by supervisors. To explain when supervisors reward proactivity with higher overall performance evaluations, we draw on attribution theory. We propose that employees’ values and affect send signals about their underlying intentions, which influence supervisors’ attributions about whether employees deserve credit for proactive behaviors. More specifically, we hypothesize that if employees express strong prosocial values or low negative affect, the proactive behaviors of voice, issue‐selling, taking charge, and anticipatory helping will have stronger relationships with supervisors’ performance evaluations. We test these hypotheses with samples of 103 managers and their direct supervisors (Study 1) and 55 firefighters and their platoon supervisors (Study 2). The hypotheses were supported in both studies, suggesting that proactive behaviors are more likely to contribute to higher supervisor performance evaluations when employees express strong prosocial values or low negative affect.
Journal Article
Originals : how non-conformists move the world
\"Using surprising studies and stories spanning business, politics, sports, and entertainment, Grant explores how to recognize a good idea, speak up without getting silenced, build a coalition of allies, choose the right time to act, and manage fear and doubt; how parents and teachers can nurture originality in children; and how leaders can fight groupthink to build cultures that welcome dissent\"-- Provided by publisher.
Book
Unanswered Questions about Public Service Motivation: Designing Research to Address Key Issues of Emergence and Effects
As public service motivation research gains momentum, important questions emerge regarding its origins and consequences that are not addressed by existing research. The authors identify some fundamental public service motivation assumptions, including critical gaps in our current understanding of its basic tenets. The authors then discuss specific research studies that, by virtue of their findings and designs, may fill in and inform such apparent gaps. Their aim is to chart new concrete directions for scholarship that complements and advances existing public service motivation research.
Journal Article
فكر مجددا : القوة في معرفة ما لا تعرف
في كتابه الملهم \"فكر مجددًا: قوة معرفة ما لا تعرف\"، يأخذنا الكاتب آدم غرانت في رحلة استكشافية عميقة نحو عالم التفكير والتعلم المستمر. من خلال سرد مليء بالأمثلة والقصص الملهمة، يدعونا غرانت إلى تجاوز حدود آرائنا واعتقاداتنا الثابتة، واستعادة قدرتنا على إعادة التفكير والتطوير. ويحثنا على تجاوز القفل العقلي للاعتقادات الثابتة واستكشاف المعرفة بروح متجددة. ويشير إلى أنه عندما نتمسك بقوة بآرائنا ونعتقد أننا صحيحون دائمًا، فإننا نفوت فرصة التعلم والتطور.
BOOK
A Socially Embedded Model of Thriving at Work
Thriving describes an individuals experience of vitality and learning. The primary goal of this paper is to develop a model that illuminates the social embeddedness of employees thriving at work. First, we explain why thriving is a useful theoretical construct, define thriving, and compare it to related constructs, including resilience, flourishing, subjective well-being, flow, and self-actualization. Second, we describe how work contexts facilitate agentic work behaviors, which in turn produce resources in the doing of work and serve as the engine of thriving. Third, we describe how thriving serves as a gauge to facilitate self-adaptation at work. We conclude by highlighting key theoretical contributions of the model and suggesting directions for future research.
Journal Article
Dream teams : working together without falling apart
\"[In this book, the author] takes us on an adventure through history, neuroscience, psychology, and business, exploring what separates groups that simply get by together from those that get better together\"--Amazon.com.
BOOK
Employees without a Cause: The Motivational Effects of Prosocial Impact in Public Service
Public service employees often lack opportunities to see the prosocial impact of their jobs-how their efforts make a difference in other people's lives. Drawing on recent job design theory and research, I tested the hypothesis that the motivation of public service employees can be enhanced by connecting them to their prosocial impact. In a longitudinal quasi-experiment, a group of fundraising callers serving a public university met a fellowship student who benefited from the funds raised by the organization. A full month later, these callers increased significantly in the number of pledges and the amount of donation money that they obtained, whereas callers in a control group did not change on these measures. I discuss the implications of these results for theory, research, and practice related to work motivation in public service.
Journal Article