Han Liu

• Ph.D. Student in Organizational Behavior
• PhD Candidate at Case Western Reserve University

Coaching's rapid growth has increased pressure to have effective coaches. The competency models currently used for training and certification are based on opinion surveys. In management, such a process for developing competency models has been shown to confuse standards of excellence with prejudicial fads. This study examined competencies demonstra...

Coaching as a practice and process has grown. Coach training and certification is currently based on competency models derived from opinion surveys not research on coaching outcomes. Competency models developed on expert opinion were about 50% accurate in terms of predicting managerial effectiveness in prior studies. To address this gap, we tested...

Double‐consciousness pervades the workplace experiences of minority professionals. Prior research captures various manifestations of double‐consciousness in the workplace, yet much of what we know comes from understanding the experiences of minority professionals in predominantly White workplaces. Inherent in conceptions of double‐consciousness is...

Research about stress management has traditionally focused on reducing possible stressors. However, more recent studies have highlighted the importance of renewal as an antidote to stress. The purpose of this paper is to provide a theoretical explanation of how renewal activities can invoke a psycho-physiological response that enhances personal sus...

Women faculty of color endure gendered racial (intersectional) trauma in the workplace that often results in posttraumatic stress symptoms (e.g., cognitive intrusions and avoidance) and poor work outcomes. However, organizational interventions often place the onus on the worker to alleviate such deleterious stressors rather than eradicating its dis...

Individuals are subject to stressful events from daily chronic stress to traumatic life-changing experiences and the resulting impairment. Efforts to reduce stress or stressors are misdirected. Instead, bouncing back or recovering from such experiences, often called resilience is a far more potent way to ameliorate the ravages of chronic stress and...

Our proposition in this chapter is that there are no more bad leaders now than in the past; fundamental human behavior has not changed significantly in millennia; humans are social animals and our psyche is built for group survival; group survival is a primal imperative; therefore leadership rests on archaic, largely unconscious psychosocial shadow...

This chapter offers a framework that distinguishes between “a leader” (a formal or informal role) and “leadership” (a complex psychosocial behavioral process). We suggest that virtually all leadership is exercised within a small-group context, even leadership exercised in large organizations, and we suggest that the question “Why are there so many...