Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
21,598
result(s) for
"Executives Psychology."
Sort by:
Beating the Impostor Syndrome
Do you feel like you're faking it? Are you afraid that someone is going to discover you are an impostor, and that you don't deserve your achievements and successes? You could be suffering from the Impostor Syndrome. This book will explore what the Impostor Syndrome is, why many high-achieving and driven leaders suffer from it, and how, with the right techniques, you can beat the Impostor Syndrome and embrace your success.
eBook
Malevolent Managers
Dr Terry A. Sheridan employs a new and unique theoretical perspective to examine how malevolent, tyrannical and mediocre managers commonly use violence in the workplace, not necessarily physical violence, but bullying, overt and covert emotional abuse - all forms of negative behaviour that are damaging to individuals and organisations. The theoretical basis for the author’s analysis and prescriptions is the new perspective of Executive Impression Management, which stems from Dr Sheridan’s research into the differences between a number of types of executives from their co-workers’ point of view. That investigation developed indicators to identify different negative management types and also helped define what has been called respectful management - the sort exercised by those managers who are good stewards. What makes this book unusual is that it is derived from qualitative research and covers an area where hardly any scholarly work has been produced. The author argues that the research methodology employed has resulted in a better understanding of impression management than has hitherto been possible. It addresses the confusion that often abounds regarding who is a good or bad manager and the fact that we can identify bad management through measures of company or organisational performance, but not how and why it went wrong. It will assist the leadership of organisations to make the right decisions about recruitment and promotion and to identify and challenge poor performance effectively.
1. Foreword
2. A new typology of discerning management behaviour
3. Theoretical underpinnings to the research
4. The findings regarding the Respectful Executive Impression Management
5. The Tyrant and Mediocre Executive Impression Management
6. How to identify a malevolent manager
7. The impression management strategies used by non-fraudster managers
8. Methods of malevolent managers
9. Confronting the malevolent manager - the careful process of unmasking
10. How to choose a manager who uses Respectful Executive Impression Management
11. How to instil respect in your workplace despite malevolent managers and your position in the organisation
12. Sharing is caring
13. Conclusion
Dr Terry A. Sheridan is a Fellow of the Australian Institute of Management, member of the Fraud Advisory Panel (UK) and Australian Career Development Association and was awarded their Research of the Year Award in 2008. Her publications include Managerial Fraud (Gower, 2014), numerous articles, both scholarly and for general reading and many refereed conference papers. She has gained a reputation of being an able researcher and public speaker. She is the Managing Director of Guardian Angel Holdings Pty Ltd, having held several executive positions in the past with public corporations, statutory bodies and companies as well as non-profit organisations. Her volunteer work covers 26 years acting as Board member or Chair to several non-profits. Recently she founded the social enterprise, the Lovina Ladies League, in Northern Bali.
eBook
Enhancing Collaborative Communication of Nurse and Physician Leadership in Two Intensive Care Units
Objective: To test an intervention to enhance collaborative communication among nurse and physician leaders (eg, nurse manager, medical director, clinical nurse specialist) in two diverse intensive care units (ICUs). Background: Collaborative communication is associated with positive patient, nurse, and physician outcomes. However, to date, intervention-focused research that seeks to improve collaborative communication is lacking. Methods: A pretest–posttest repeated measures design incorporated baseline data collection, implementation of the intervention over 8 months, and immediate and 6-months-post data collection. Findings: Communication skills of ICU nurse and physician leaders improved significantly. Leaders also reported increased satisfaction with their own communication and leadership skills. In addition, staff nurse and physician perceptions of nursing leadership and problem solving between groups increased. Staff nurses reported lower personal stress (eg, more respect from co-workers, physicians, and managers), even though they perceived significantly more situational stress (eg, less staffing and time). Conclusion: Study findings provide evidence that nurse–physician collaborative communication can be improved.
Journal Article
The Athena doctrine
New York Times Bestseller How feminine values can solve our toughest problems and build a more prosperous future Among 64,000 people surveyed in thirteen nations, two thirds feel the world would be a better place if men thought more like women.
eBook
Impact of Organizational Leadership on Physician Burnout and Satisfaction
To evaluate the impact of organizational leadership on the professional satisfaction and burnout of individual physicians working for a large health care organization.
We surveyed physicians and scientists working for a large health care organization in October 2013. Validated tools were used to assess burnout. Physicians also rated the leadership qualities of their immediate supervisor in 12 specific dimensions on a 5-point Likert scale. All supervisors were themselves physicians/scientists. A composite leadership score was calculated by summing scores for the 12 individual items (range, 12-60; higher scores indicate more effective leadership).
Of the 3896 physicians surveyed, 2813 (72.2%) responded. Supervisor scores in each of the 12 leadership dimensions and composite leadership score strongly correlated with the burnout and satisfaction scores of individual physicians (all P<.001). On multivariate analysis adjusting for age, sex, duration of employment at Mayo Clinic, and specialty, each 1-point increase in composite leadership score was associated with a 3.3% decrease in the likelihood of burnout (P<.001) and a 9.0% increase in the likelihood of satisfaction (P<.001) of the physicians supervised. The mean composite leadership rating of each division/department chair (n=128) also correlated with the prevalence of burnout (correlation=–0.330; r2=0.11; P<.001) and satisfaction (correlation=0.684; r2=0.47; P<.001) at the division/department level.
The leadership qualities of physician supervisors appear to impact the well-being and satisfaction of individual physicians working in health care organizations. These findings have important implications for the selection and training of physician leaders and provide new insights into organizational factors that affect physician well-being.
Journal Article