Organizational Psychology

Organizational Consultation XXXIII: Appreciative Leadership in the Sacred Domain

Organizational Consultation XXXIII: Appreciative Leadership in the Sacred Domain

Most of the old notions about leadership were based on sacred perspectives regarding the world. A great leader is an …

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Organizational Consultation XXXII: The Appreciative Leader: From a 21st Century Perspective

Organizational Consultation XXXII: The Appreciative Leader: From a 21st Century Perspective

[Note: Most of this essay was actually wirtten during the last decade of the 20th Century. The themes introduced, however, …

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Organizational Consultation XXXI: The Appreciative Leader: From A Traditional Perspective

Organizational Consultation XXXI: The Appreciative Leader: From A Traditional Perspective

How does one address this interplay between order and chaos? How does one move beyond the contextual model of leadership …

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Organizational Consultation XXX: Leadership and the Appreciative Perspective

Organizational Consultation XXX: Leadership and the Appreciative Perspective

The time has come to directly address the issue of appreciative leadership. Specifically, the time has come to focus on an important proposition: if a leader is appreciative in her own engagement with other members of the organization, then the task of implementing appreciative strategies is much less formidable.

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Organizational Consultation XXX: Leadership and the Appreciative Perspective

Organizational Consultation XXX: Leadership and the Appreciative Perspective

We have now completed our journey around the Appreciative Triangle. We have ventured into the domains of information, intentions and …

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Organizational Consultation XXIX: Portfolio-Based Assessments

Organizational Consultation XXIX: Portfolio-Based Assessments

I turn now to the final approach to performance appraisal. I have saved this for last, because it is by …

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Organizational Consultation XXVIII: Multi-Source Assessment (360-Degree Feedback)

Organizational Consultation XXVIII: Multi-Source Assessment (360-Degree Feedback)

Though it is plagued with as many problems as the IFA model of performance appraisal, the multi-source method for appraising …

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Organizational Consultation XXVII: Feedback (Part Four)

Organizational Consultation XXVII: Feedback (Part Four)

There is no one right way to conduct performance appraisals. However, despite the need for individualized procedures, we don’t have to start from scratch. Several different performance appraisal strategies already have a proven track record

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Organizational Consultation XXVI: Feedback (Part Three)

Organizational Consultation XXVI: Feedback (Part Three)

I describe appreciative processes in this essay that fulfill many if not all the twelve functions of effective feedback.

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Organizational Consultation XXV: Feedback (Part Two)

Organizational Consultation XXV: Feedback (Part Two)

Most leadership activities are directly or indirectly related to achieving goals and meeting human needs. Planning, organizing, staffing and leading …

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