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Addressing the needs of the Millennial workforce through equine assisted learning
Journal of Management Development
Abstract
Purpose
– Organizations are striving to stay abreast of the transitions occurring from the influx of Millennials into the workforce. Managers are having trouble building relationships with Millennial employees and understanding what motivates them to be effective workers. Trainings focussed on helping managers work with Millennials can increase retention rates for organizations, saving money as well as building loyalty and buy-in to organizational goals and values. Equine assisted learning (EAL) programs are an effective training tool that many organizations are currently using to bridge this gap between older managers and Millennial employees. These programs would all fulfill the requirements Millennials seek in on-the-job soft skills training. The paper aims to discuss these issues.
Design/methodology/approach
– A literature review was conducted on ongoing research and use of EAL in the field of management training and development.
Findings
– Current research shows that EAL promotes competency development in leadership, communication, body language awareness, relationship building, and teamwork building.
Originality/value
– EAL is an up-and-coming management training trend that is available on a wider basis than ever before. There is a greater evidence-based research base that is continuing to grow as well in this field.
... Such programs are already used in at least 39 universities in the USA as reviewed by Fry et al. (2018), including the University of Kentucky (Pohl, 2015), Ohio University (Stock and Kolb, 2016), the National University (Gehrke, 2009), and in a variety of executive training programs worldwide (Stock and Kolb, 2016). The atypical setting makes the training more challenging, emotional and memorable, thereby improving participants' involvement (Strozzi, 2004;Duff, 2010;Meola, 2016). ...
... Benefits are expected to be long-lasting, due to the emotional nature of the training with animals (Balconi, 2020), active involvement of participants, and direct feedback offered by horses (Gehrke, 2009;Meola, 2016). This is especially interesting considering these programs' time-efficiency when compared to the usual duration of new skills learned in traditional training programs (Strozzi, 2004;Rector, 2005;Duff, 2010). ...
... Only by displaying good leadership ability -such as giving clear direction with focused energy, trust, respect, and displaying congruence (Gunter et al., 2017) -can the participant convince the horse to complete a task (Bachi, 2013;García, 2013;Maziere and Gunnlaugson, 2015). This experience of leadership, and validation of capabilities from the horse when it decides to follow, can initiate changes: improve self-awareness and self-confidence, anchor participants' leader identity, and improve their self-efficacy (Kohanov, 2001;Skolen and Paul, 2003;Strozzi, 2004;Duff, 2010;Day and Sin, 2011;Castelli, 2016;Meola, 2016;Stock and Kolb, 2016). Knowing oneself is a prerequisite for a person to understand and trust others. ...
... Such programs are already used in at least 39 universities in the USA as reviewed by Fry et al. (2018), including the University of Kentucky (Pohl, 2015), Ohio University (Stock and Kolb, 2016), the National University (Gehrke, 2009), and in a variety of executive training programs worldwide (Stock and Kolb, 2016). The atypical setting makes the training more challenging, emotional and memorable, thereby improving participants' involvement (Strozzi, 2004;Duff, 2010;Meola, 2016). ...
... Benefits are expected to be long-lasting, due to the emotional nature of the training with animals (Balconi, 2020), active involvement of participants, and direct feedback offered by horses (Gehrke, 2009;Meola, 2016). This is especially interesting considering these programs' time-efficiency when compared to the usual duration of new skills learned in traditional training programs (Strozzi, 2004;Rector, 2005;Duff, 2010). ...
... Only by displaying good leadership ability -such as giving clear direction with focused energy, trust, respect, and displaying congruence (Gunter et al., 2017) -can the participant convince the horse to complete a task (Bachi, 2013;García, 2013;Maziere and Gunnlaugson, 2015). This experience of leadership, and validation of capabilities from the horse when it decides to follow, can initiate changes: improve self-awareness and self-confidence, anchor participants' leader identity, and improve their self-efficacy (Kohanov, 2001;Skolen and Paul, 2003;Strozzi, 2004;Duff, 2010;Day and Sin, 2011;Castelli, 2016;Meola, 2016;Stock and Kolb, 2016). Knowing oneself is a prerequisite for a person to understand and trust others. ...
... Managers need to realize that their millennial employees will require more supervision and efforts towards strengthening their place in the company such as constant feedback and structure in their work (Wiedmer, 2015). Millennials appreciate constant feedback from their superiors, mentoring, and having a close relationship with their leaders (Meola, 2016). With this knowledge, managers can create opportunities for their millennial employees to improve their problem-solving skills and utilize their strengths in making improvements in the workplace. ...
... Millennials show a preference for a good relationship with their supervisors who consistently give evaluation of their employees' work. Millennials prefer to receive constant feedback from their superiors, continued coaching, close relationship with management, flexibility, individualism in the workplace, and adaptability for change (Ferri-Reed, 2014a;Meola, 2016). In fact, favorable feedback is not only preferred by millennials, but they also demand it from their supervisors (Anderson et al., 2016). ...
... They will show loyalty to an organization that allows them to improve and expand on their skills (Boysen et al., 2016). Meola (2016) further encouraged business leaders to help develop the soft skills of millennials through leadership training and communications skills enhancement. Millennial employees desire to achieve what they want when they want it . ...
... Programmes that involve interactions with horses are used widely for addressing physical disabilities such as cerebral palsy (Tseng, Chen, & Tam, 2013) and ameliorating psychological and behavioural problems such as substance abuse, schizophrenia, mood and stress disorders, developmental disorders, autism spectrum disorder, insecure attachment, depression, and posttraumatic stress disorder (Beetz, Winkler, Julius, Uvnas-Moberg, & Kotrschal, 2015;Esbjorn, 2006;McConnell, 2010). In addition, equine-based interventions have been proposed to improve leadership skills and foster self-awareness, perceived social support, emotional intelligence, and well-being in individuals without diagnosed psychological disorders (Adams, 2013;Chappell, 2014;Hauge, Kvalem, Berget, Enders-Slegers, & Braastad, 2014;Meola, 2016;Pendry & Roeter, 2013). ...
... Leadership abilities have also been fostered by equine interventions. Although the evidence is limited and the research uncontrolled or poorly controlled, there are many accounts of the value of equineassisted interventions in increasing leadership abilities (Adams, 2013;Chappell, 2014;Dyk et al., 2013;Grootveld, 2015;Meola, 2016;Pohl, 2015;West, 2015). Overall, those researchers argue that through interacting with horses, individuals can gain self-confidence and improve their emotional intelligence, especially emotion regulation. ...
... Although few researchers use the Join-Up® designation because of its proprietary nature, many make reference to similar exercises in the round pen (e.g. Adams, 2013;Burgon, 2011;Chappell, 2014;Dell et al., 2011;Dyk et al., 2013;Esbjorn, 2006;Kelly, 2014;Meola, 2016;Pohl, 2015). ...
Equine-facilitated interventions have shown promise for facilitating emotional and behavioural changes in diverse groups. The current study evaluated the effectiveness of an equine workshop for vulnerable Guatemalan youth using a mixed-method approach. The 37 participants (Mage = 18.22, SD = 2.25, 14 girls) came from difficult circumstances including poverty and other risks. Using a wait-list control group design with random assignment, the effects of a 2-day equine-based workshop were evaluated. Participants completed quantitative measures of leadership, emotion regulation, aggression, and interpersonal response to threat. Mentors completed reports of aggression and prosocial behaviour. Self-reported leadership increased significantly in the group receiving the intervention; mentor reports of aggression revealed significant decreases. Focus groups with participants and family members reported multiple benefits, including improved emotion regulation. Equine-based interventions may provide at-risk Guatemalan youth with tools of leadership, reduced violence and aggression, and better emotion regulation.
... The millennial generation is notable for being tech-savvy, and team-oriented, and for enjoying individual attention and validation of their skills. Because they have different expectations than older workers, managers find it challenging to understand what motivates them (Meola, 2016). Millennials are acknowledged for changing the workplace and the employer-employee relationship because of their inclination for teamwork and multitasking (Swan, 2016). ...
... In the context of generational dynamics, the literature recognizes millennials' distinct characteristics and their impact on the workforce. Millennials' preference for teamwork, technological proficiency, and distinct expectations make it difficult for managers to understand and motivate them (Meola, 2016). Gallup's survey results, which show a high percentage of disengaged employees globally, highlight the critical need to address this issue, particularly among the millennial workforce. ...
This interpretive investigation, utilizing extensive
interaction and participant observation,
explores the situational, temporal,
and long-term sensemaking processes of
married working women in the Finance and
Accounts (F&A) department of Power Ltd
[a pseudonym], a notable manufacturing
company in Vadodara in Western India.
Avoiding behavioral reductionism, we begin
with Weick’s sensemaking principles, recognize
their limitations, and investigate
workplace subjectivity through Archer ’s
theory of reflexivity. This methodology holistically
and temporally integrates affect,
cognition, and action within the evolving
Indian socio-cultural context, drawing from
everyday individual experiences and narratives.
This novel, creative, bottom-up situational,
and long-term personalized comprehension
of work experiences examine the
iterative interaction between individual cognition
and the asynchronous multidimensional
generative mechanisms. It prioritises
a proce ss- base d anal ysi s of ge nde re d
performativity.
... It may be possible that working with horses can mediate this process, allowing illumination of the current attachment style for a client, and if this style is 'insecure', experientially demonstrating how this limits their ability to form healthy relationships. The extensive personal background with horses of the author, combined with the growing body of literature pertaining to EAAT, suggested working with horses can provide a living, responsive method enabling modification of their method of forming relationships (Bachi, 2013;Carlsson, Nilsson Ranta, & Traeen, 2015;Holmes, Goodwin, Redhead, & Goymour, 2012;Karol & Tac, 2007;Mengoli et al., 2014;Meola, 2016;Yorke, Adams, & Coady, 2008), and may enable progress from insecure, often unhealthy, attachment styles to a more stable secure attachment style (Derrick & Murray, 2007;R. C. Fraley & Shaver, 2000;Gillath, Giesbrecht, & Shaver, 2009;Hudson, Fraley, Brumbaugh, & Vicary, 2014;Pietromonaco & Barrett, 2000). ...
... Even the type of music played had a role to play in aiding horses comfort (Morrow, 2011) with a potential knock on effect on EAAT. Learning skills such as memory, patience, persistence, cooperation, teamwork, mistake making, boundaries, respect, and responsibility can all be practiced during EAAT potentially leading to improved outcomes, particularly for at-risk youth (Ho et al., 2017) and the millennial workforce (Meola, 2016). ...
Attachment Theory suggests interaction with caregivers in childhood impacts relationships and health throughout our lives (Bowlby, 1965, 1969, 1971), leaving many who have experienced insecure attachment with an inability to form healthy relationships or cope with stressors throughout their lifespan (Holmberg, Lomore, Takacs, & Price, 2011). Horses have interacted with humans for over 12,000 years (Hintz, 1995), holding multiple roles in human society, most relying on observation by humans of equine behavior, and formation of a human-equine bond (Hamilton, 2011). More securely attached humans tend to more readily decipher non-verbal cues, positively affecting their felt security and internal working model of Attachment (Bachi, 2013). Interacting with horses, who provide significant non-verbal cues, may provide an opportunity to enhance this process, providing useful feedback and insight. This study aimed to evaluate if a single ground-based encounter with a horse could bring about changes in women participants’ reports of Attachment and Emotion Regulation. It was hypothesized that participants would move towards more secure dimensions of Attachment and Emotion Regulations after the encounter with the horse and that behavioral interactions with the horse would differ for those with differing dimensions of Attachment or Emotion Regulation. This study incorporated a repeated measures mixed methods design, one twenty-eight year old Standardbred mare, “Wicky” Long Wick, interacted with 22 female university students with minimal prior equine experience aged 18-30. Participants completing a demographic and screening questionnaire along with the Experiences in Close Relationships –Revised (ECR)(Brennan, Clark, & Shaver, 1998) and Emotion Regulation Questionnaires (ERQ)(Gross & John, 2003) at baseline, then the ECR and ERQ again both immediately prior to and immediately following encounter with the horse. The encounter was videotaped and included meeting, grooming, leading, and goodbye. Statistical analyses were completed using SPSS including paired t-tests and correlations. Videotape was evaluated, coded, and included in both quantitative and qualitative data analyses. Participants were recruited and participated in the study over the period of one calendar year. A significant decrease in Attachment anxiety was shown after encountering the horse (t(21)=2.915, p=.008 (M .237364, SD= .381941)), and significantly less time was spent between the horse and participant at goodbye than at meeting (t (21)=2.751, p=.021 (M 42.045, SD= 71.67)), particularly for those with insecure dimensions of Attachment (t (15)= 2.814, p=.013 (M= 45.75, SD=65.03)). Participants with insecure dimensions of Attachment showed significant increases in cognitive reappraisal after encountering the horse (t(14)= -3.732, p=.002 (M -.411, SD= .4266)), and the greatest decreases in Attachment Anxiety (t(14)=3.364, p=.005 (M .307, SD= .354)). The findings suggest interaction between horses and people differs along Attachment dimensions and show some support for positive changes in humans for both Attachment and Emotion Regulation dimensions after interaction with a horse.
... In here Harber (2011) and Arsenault (2004) argument on this is considered. difficulties building relationship with Gen Y workforce and to understand what motivates Gen Y to be effective workers as well (Meola, 2016). ...
... This explain that motivation has a strong significant and positive impact on Gen Y working behaviour. This findings is similar to previous findings (Meola, 2016). Similarly technology uses and availability was also found to have a significant and positive impact on working behaviour of Gen Y (Rai et al., 2002). ...
The purpose for this study is to examine factors influencing working behaviour of Generation Y in Malaysia. A mixed approach of casual and descriptive research designs were adopted in this study. An effective sample of 202 respondents from generation Y was recruited to participate in this research. To confirm the working behaviour of generation Y, 205 respondents from generation X was also recruited. Paired Sample t test shows that there is a positive and significant difference in terms of mindset and beliefs, values, motivation and technology uses among generation Y and X workers. The result of multiple regression analysis shows that values, motivation and technology have a positive and significant influence on generation Y’s working behaviour except the mindset and beliefs. For future studies, it is important to include larger sample for Kuala Lumpur demographic area or other states of Malaysia or even across whole of Malaysia.
... In here Harber (2011) and Arsenault (2004) argument on this is considered. difficulties building relationship with Gen Y workforce and to understand what motivates Gen Y to be effective workers as well (Meola, 2016). ...
... This explain that motivation has a strong significant and positive impact on Gen Y working behaviour. This findings is similar to previous findings (Meola, 2016). Similarly technology uses and availability was also found to have a significant and positive impact on working behaviour of Gen Y (Rai et al., 2002). ...
The purpose for this study is to examine factors influencing
working behaviour of Generation Y in Malaysia. A mixed approach
of casual and descriptive research designs were adopted in this
study. An effective sample of 202 respondents from generation Y
was recruited to participate in this research. To confirm the working behaviour of generation Y, 205 respondents from generation X was also recruited. Paired Sample t test shows that there is a positive and significant difference in terms of mindset and beliefs, values, motivation and technology uses among generation Y and X workers. The result of multiple regression analysis shows that values, motivation and technology have a positive and significant influence on working behaviour except the mindset and beliefs. For future studies, it is important to include larger sample for Kuala Lumpur demographic area or other states of Malaysia or even across whole of Malaysia.
... With the declining cost of bandwidth, it has become possible for most educational institutions to expand their reach through live webcasted courses (Cobb, 2013). This opportunity is very much in the spirit of web-based meetings and webinars with which industry executives and business practitioners are comfortable (Bell 2009;Laborie & Stone 2015) and is consistent with the learning needs of millennial learners who are acclimated with computer-based communications (Means, Bakia & Murphy, 2014;Meola, 2016). ...
... This allows a school with unique specializations to engage business student populations that would have not otherwise considered it in their choice of schools. Web-based Synchronous Instruction also has special relevance to the new generations of millennial learners who are heavily utilize computerbased video/audio communications (Means et al. 2014;Meola, 2016). Similarly, as new generations of graduating business PhDs with greater levels of technology comfort become academicians and teachers (Hong, 2009), the prospects for the adoption and use of this approach to teaching, and the resulting quality of distance course delivery, is likely to dramatically improve over the coming years. ...
The use of distance learning methods by universities has experienced significant growth over the past two decades. While this growth has been witnessed nearly equally across the various academic disciplines, it represents unique opportunities in business education. In this article we will profile how technological innovations in distance learning have historically caused disruptive changes in business education. The article then profiles three specific distance learning technologies that are emerging as revolutionary forces in changing business education. The impact of these technologies will be examined from both a pedagogical perspective and an institutional perspective. The influence of these educational technologies in addressing the unique needs of business students will also be discussed.
... The engagement of Millennial employees within Kenya's INGOs presents a significant challenge for leadership and human resource management practitioners (Mburu, 2019). Despite the growing presence of Millennials in the workforce, organisations struggle to understand and effectively engage them due to their unique work preferences and values (Meola, 2016). The existing literature suggests that ...
Engaging the Millennial Workforce presents a significant hurdle for leaders and human resource professionals, as majority of Millennials are actively open to new job prospects at any point. Unlike previous generations, Millennials exhibit distinct work patterns that create an ongoing, unsettled concern within the field of leadership. The purpose of this study was to investigate the influence of transformational leadership and soft human resource approach on Millennial Workforce engagement in international non-governmental organisations in Nairobi, Kenya. The objectives were: to establish the direct effect of individualised consideration, idealised influence, inspirational motivation, and intellectual stimulation on Millennial Workforce engagement, and to test the mediating role of soft human resource approach on the relationship between transformational leadership and Millennial Workforce engagement in INGOs within Nairobi Kenya. The study was anchored on Transformational leadership theory, supplemented with Theory Y, Self-determination theory, and Work engagement theory. The researcher adopted pragmatism lens. Convergent-parallel mixed methods research design was used. The target population was Millennial Workforce in 251 INGOs in Nairobi. Systematic sampling was used to select 32 participating INGOs while purposive sampling was used to select a sample size of 384 employees aged 28-43 years. Data was collected using a structured questionnaire comprising of Multifactor Leadership Questionnaire, Utretch Work Engagement Scale, and a researcher-developed Soft Human Resource Likert Scale. The data was processed using SPSS. Hypotheses were tested using multiple linear regression modelling and mediator analysis. Qualitative data was analysed using thematic analysis method by aid of Nvivo software. Results revealed that intellectual stimulation had the highest statistically significant explanatory power on Millennial Workforce engagement (R2=.210, p<.01), followed by individualised consideration (R2=.208, p<.01), idealised influence (R2=.192, p<.01) and lastly, inspirational motivation (R2=.186, p<.01). Regression analysis depicted partial mediation as the association between transformational leadership and Millennial Workforce engagement remained statistically significant but diminished in strength from β=.493(<.01) to β=.282(<.01) upon the introduction of soft HR approach. Thus, the null hypotheses were rejected and inference drawn that transformational leadership significantly influenced Millennial Workforce engagement and Soft HR approach significantly mediated the relationship between transformational leadership and Millennial Workforce engagement. The findings were corroborated by thematic analysis of qualitative interviews which identified individualised consideration as the most outstanding dimension of transformational leadership. The common theme across the qualitative responses was the enhancement of team morale through the recognition and utilization of each team member's unique strengths and aspirations when assigning tasks or responsibilities. The study depicted the emergence of a rank order among the dimensions in terms of explanatory power on Millennial Workforce engagement. It also confirmed the mediating role of a soft human resource approach in the relationship between transformational leadership and Millennial Workforce engagement. The study recommended that human resource teams in INGOs should invest in leadership development programs that specifically target the enhancement of transformational leadership skills.
... With this increase in Millennials at work, managers face significant challenges, particularly in retention (Akeyo & Wezel, 2017). Millennials, highly ambitious but also expecting instant results alongside quick growth, often seek experiential opportunities and are prone to changing jobs frequently (Meola, 2016). This trend contributes to lower staff engagement and high turnover, which is characteristic of the Millennial workforce (Fullen, 2019). ...
Engagement of the Millennial Workforce is a significant focus within the workplace. Their shared values and attitudes, influenced by similar social and economic circumstances, are of ongoing scholarly interest. Extant research indicates concerning levels of disengagement among Millennials in the workforce, with many open to new job opportunities due to intolerance for conflicts and ambiguity, despite demonstrating the ability to delve deep into issues. The current study aimed to investigate the issue of Millennial Workforce engagement within Kenya’s international non-governmental organization (INGO) sector as a leadership issue by examining the interaction between transformational leadership, soft HR management, and Millennial Workforce engagement. The study was anchored on McGregor’s Theory Y. The research was a cross-sectional survey involving a purposive sample of 384 Millennials drawn from 32 selected INGOs with physical presence in Nairobi. Data was collected using Multifactor Leadership Questionnaire, researcher-developed Soft HR scale, and the Utrecht Work Engagement Scale. The data was subjected to mediator analysis following a four-step process using the Statistical Package for the Social Sciences. The analysis demonstrated partial mediation, thus confirming the role of a soft HR approach as an intermediary in the connection between leadership and engagement. Creating a workplace environment that values Millennial’s input and participation is essential for driving their engagement. By providing forums for expression, listening to and acting on feedback, and involving them in decision-making processes, organizations can cultivate a culture of inclusivity, trust, and collaboration that keeps them highly engaged.
... The culture of teamwork encourages the attitude of risk-taking and increases the magnitude of collaborative learning among management employees (Mattson, 2015). And for many, the MDP should equip the employees to combat job stress and assist in developing a strong workforce (Meola, 2016;Livingston, 2016;Tetrick & Winslow, 2015). self-development of the senior executives as they remain preoccupied with their business assignments. ...
The popular history and the grand narratives of the partition of India are
constructed mainly around the communal riots, violence, and the deeply rooted
animosity between Hindus and Muslims. This animosity is seen as one of the
main reasons for the partition. The popular history and the grand narratives of
the partition mainly constructed to serve the nationalistic purposes of the two
countries, India and Pakistan. Therefore, it is evident that the popular history
and the narratives are serving the purpose of the majority population of the
respective counties, Hindus and Muslims. But in British India, besides these
two major religious communities, there were also other religious and ethnic
minority communities. The voice of these communities is muted and marginalized in the state-endorsed official history and the grand narratives of the partition. The Sikhs and the Parsis are two such communities along with many
others. Bapsi Sidhwa, in her novel Ice-Candy-Man (1988), has tried to project
the voice and anguishes of these two religious minority communities. In light
of Ice-Candy-Man, this paper examines the involvement of the Parsi and the
Sikh communities in the dynamics of the partition, and how their voice is disregarded and marginalized in the partition process.
... The culture of teamwork encourages the attitude of risk-taking and increases the magnitude of collaborative learning among management employees (Mattson, 2015). And for many, the MDP should equip the employees to combat job stress and assist in developing a strong workforce (Meola, 2016;Livingston, 2016;Tetrick & Winslow, 2015). self-development of the senior executives as they remain preoccupied with their business assignments. ...
Management Development Program (MDP) has not been a serious focus in
hotel industry in many countries despite their emphasis on skilled management
in tourism and hospitality sector. This study aims to explore the effectiveness
of the MDP in Bangladesh where tourism is a major source of employment.
Data were collected from the mid-level managers of 36 star-rated luxury
residential hotels. Exploratory Factor Analysis was used to identify the most
effective determinants of MDP and to rank them based on their loading values.
Four factors of MDP namely Organizational Development, Leadership Development,
Individual Motivation, and People Management were revealed. MDP
of the sample hotels were found very effective in developing self-management
ability and rising moral of the employees. However, improvement of innovation
and creative skills is suggested through promoting a collaborative culture.
Research work on MDP is not very common in the residential hotel industry
and is also rare in the tourism context of the developing country Bangladesh.
This paper helps to fill the gap.
... Karyawan yang telah terpenuhi kepentingannya akan lebih terdorong dan bersemangat dalam melakukan pekerjaan serta termotivasi untuk semakin giat lagi (Cooke et al., 2019). Kebutuhan ideal dari karyawan yang bekerja di industri hospitaliti khususnya hotel yang memiliki tekanan kerja yang tinggi antara lain berupa tunjangan kesehatan, pelatihanpelatihan, meningkatkan kesejahteraan karyawan dengan memberikan gaji pokok dan berbagai macam tunjangan seperti, tunjangan kesehatan, kematian, hari raya dan uang transportasi (Kovjanic et al., 2013;Meola, 2016). Jika kebutuhan dasar tersebut terpenuhi, maka sebagai imbalannya karyawan tersebut akan memperlihatkan perilaku positif sebagai manifestasi dari rasa puasnya dan termotivasi untuk bekerja lebih baik. ...
The purpose of this study is to investigate the job motivation of bellboys at the Hotel SBR located in Nusa Dua's exclusive area during the COVID-19 pandemic. Data for this study was gathered through interviews, documentation, and the distribution of questionnaires. In this study, the data was analyzed both descriptively and qualitatively using the ranking approach. According to the findings of the study, bellboys at the Hotel SBR were more motivated to work to earn money or salaries to support the demands and interests of their families during the COVID-19 epidemic. According to Maslow's Hierarchy of Needs Theory, physiological needs acquire the first ranking, which is supported by indicators such as salary, clothing, and nourishment, which are the primary needs that are acceptable during the COVID-19 pandemic. The four remaining needs are non-essential needs to be obtained during the COVID-19 pandemic, particularly the need for security in the second ranking, which is supported by indicators such as pension remuneration, health insurance, and employment status granted, followed by social needs in the third ranking. The social needs are supported by indicators such as working connections with coworkers, supervisors, and fellow firms. The indicators in the final ranking, self-actualization requirement, on the need for appreciation, justify the final ranking.
... According to Meola (2016), the millennial generation will comprise 75 percent of the global workforce by 2025, creating a social phenomenon unprecedented in the current Society 5.0 era. The millennial generation has immense potential because of their ability to adapt rapidly to developments in a dynamic industrial environment. ...
Work engagement is becoming an important concept in modern business and society, particularly among the millennial generation, that will dominate the global working population. This study seeks to delve deeper into the work engagement of millennial lecturers in Indonesian higher education, including both predictors and consequences. This study employs a mixed-methods approach through a sequential exploratory design. First, its conducts an extensive literature review to formulate research hypotheses, which were then assessed quantitatively using Partial Least Square-Structural Equation Modelling. Occupational self-efficacy and perceived organizational support manifest as personal and job resources, respectively, and dominate the work engagement literature. Specifically, the study demonstrates that occupational self-efficacy can moderate the effect of perceived organizational support on work engagement. Furthermore, work engagement acts as an important mediator in the relationship between perceived organizational support and organizational engagement. From the viewpoints of social exchange theory and self-determination theory, the findings of this study shed light on the underlying mechanism of the effect of perceived organizational support on millennial lecturers' organizational engagement. This study is one of only a few that focus on both work engagement and organizational engagement within an integrative conceptual framework.
... They recognize the impact of social relationships with their peers and conventional role models (e.g., family, successful businesspeople, etc). (Meola, 2016;Otieno and Nyambegera, 2019). By starting new firms, Generation Y also aspires to play an active part and have a direct influence on the larger community (Balda and Mora, 2012;Francis and Hoefel, 2018;Liu et al., 2019). ...
Entrepreneurship is essential to Indonesia's economic development. It is evidenced by 99.9 percent of all Indonesian firms are micro, small, and medium-sized enterprises (MSMEs). Entrepreneurship is regarded as a phenomenon that has received the greatest attention in recent years. Among scholars, there is a strong desire to investigate the entrepreneurial phenomena not only because of its unavoidable importance in boosting the economy and creating job possibilities. Young generations play an essential part in entrepreneurial ventures since they are more likely to start a new business than older generations. However, research studies found Gen Y and Gen Z have different characteristics, which leads to differences in entrepreneurial orientation. The study successfully collected the primary data from 389 newbie entrepreneurs who distributed closed-ended questionnaires using a 5-point Likert scale. This study adds significantly to the existing entrepreneurial literature by examining entrepreneurial orientation between these two generations based on three dimensions: innovativeness, proactiveness, and risk-taking. In addition, the Rasch model was used in this study. The study's outcomes demonstrate a significant difference in risk taking dimension between gen Y and gen Z. Practical implications based on this research of entrepreneurial orientation among the two generations can be empowered through entrepreneurial education programs. The study provides the recommended methods to develop each gen Y and gen Z entrepreneurs.
... They still acknowledge the influence of social relations with their peers and traditional role models (e.g. family, successful entrepreneurs, and so on) (Meola, 2016;Otieno and Nyambegera, 2019). The Gen Y are also contributors who want to seek an active role and direct impact in the broader community by creating new businesses (Balda and Mora, 2012;Francis and Hoefel, 2018;Liu et al., 2019). ...
Purpose
This study aims to examine the effect of entrepreneurial intention and attitude towards knowledge sharing on new business creation by comparing two generations, Y generation (millennials) and Z generation (post-millennial). In addition, the current study uses a social cognitive theory as a point of departure to test the research hypotheses.
Design/methodology/approach
This study deploys a quantitative approach (hypothetic-deductive approach) by surveying 300 respondents representing the two Indonesian generations. The questionnaire consisting of demographic items (age, education, etc.) and variables was the primary research instrument. This study used regression analysis, a Wald test for examining the proposed hypotheses and a t -test to provide a deeper analysis of the findings.
Findings
Findings from the current study show that Gen Y is still seeking a balance for their learning sources by involving in their social environments as well as exploring the digital world. In contrast, Gen Z is much more dominant in the independence to learn things that interest them. They have less dependency on social patrons but prioritise themselves as the leading model.
Practical implications
The findings of this study provide practical implications for higher education institutions in the development of entrepreneurship education to achieve learning effectiveness.
Originality/value
This study aims to contribute by providing empirical evidence in the effect of entrepreneurial orientation and attitude towards knowledge sharing on new venture creation with particular reference to Gen Y and Gen Z, suggested by previous studies. Although Gen Y and Gen Z are digital natives, this study provides insight into a shift in the characteristic of two generations, as also found in comparison to previous generations, such as Baby-Boomer vs Gen X and Gen X vs Gen Y. This study proclaims the need to adjust organisational theories to enable them to explain the shifting phenomena at the micro and macro level for every generation. Exploratory research to better understand the characteristics of a generation in other settings is a crucial proposal proposed by this study.
... Equineassisted leadership development programs constitute a unique, eye-opening, and profound leadership learning and development experience. Although the workshops may be relatively costly (Koris, Alalauri, & Pihlak, 2017) and logistically difficult because they can only take place in rural and urban settings (Adams-Pope & Stedman, 2014), they motivate the participants by offering a new environment, an unusual challenge, immediate feedback and chances to practice skills learned right away (Meola, 2016). The findings of the present study are consistent with the claims of Bjönberg (2015) that equine-assisted learning may be the next frontier in experiential leadership development. ...
In today's fast-paced business world, where there is a need to develop divergent thinking and a wider range of skills, organizations seek original ways to be successful. Accordingly, leadership development has seen several uncommon approaches. Equine-assisted learning programs which involve innovative, underutilized, and motivating techniques and strategies, provide a dynamic process of building and developing leadership skills through horse-human interactions. In this paper, after the history of horse-human relationships and interactions are examined, a literature review is conducted on developing research and using equine-assisted leadership development programs. Although the extant research shows that equine-assisted leadership development programs promote skills critical to being an influential leader, the present paper provides an insight into equine-assisted experiential learning on leadership development, provides an overview on what happens in a typical equine-assisted experiential learning session, and suggests practical implications for researchers and organizations.
... Millennial generation are characterized with distinctive traits; for example, they prefer personal attention and high esteem of their abilities in addition to being team-orientation and technology-savvy. Millennial have different expectations when compared to old mature worker, which is a challenge for the managers to understand actually what motivates them (Meola, 2016). This generation is known for their ability to transform the workplace and create new work attitudes, and they prefer working in groups and have high ability to multitask, they are redefining the employeremployee relationship (Swan, 2016). ...
Although employee engagement has been investigated by many scholars, there has been minimal research on this subject for millennial workforce. To bridge the research gap, the present study intends to examine employee engagement among millennial workforce of Saudi Arabia. In addition, the mediation effect of employee engagement on the relationship between antecedents; job characteristics, job satisfaction, and consequences; organizational commitment and intentions to quit is explored with social exchange theory (SET) as a theoretical underpinning. It tests the hypothesis by using data from 408 employees working in private sector companies located in Riyadh, Saudi Arabia through a self-administered questionnaire. SPSS Amos 25.0 was used to analyze the data. The results suggest that there exists a satisfactory condition of employee engagement among Saudi youth. Findings propose a significant positive relationship between job characteristics, job satisfaction, and organization commitment. Employee engagement was found to be a significant and partial mediator amid job characteristics, job satisfaction, and organization commitment. However, the results were not significant for the variable turnover intentions. There is a dearth of research on millennial workforce of Saudi Arabia, and this study would be perhaps, the first one to explore employee engagement in this context. It contributes to the current literature and theory development of employee engagement. Since the findings are based on limited millennial employees’ responses, there is no universal claim for generalization.
... Effective teamwork fosters creativity, encourages risk-taking habits and collective learning attitudes among the employees (Mattson, 2015). According to Perin et al. (2009);Tamkin et al. (2003), MDP should prepare the employees to handle work pressure through stress management to handle occupational stress (Livingston, 2016;Helmreich, Merritt & Wilhelm, 1999).Finally, every MDP must contribute significantly to build a strong workforce (Meola, 2016). Considering the above-mentioned findings, it is important to check: ...
Management Development Program (MDP) is an effective educational intervention to facilitate learning opportunities for the management employees aiming to ensure continued organizational development. This study endeavored to assess the intended outcome of MDP conducted at Ready-made Garments (RMG) industries located inside the export processing zone of Chattogram, Bangladesh. The opinions of 56 senior line managers of five reputed RMGs were collected through a questionnaire survey. The findings of the study were shared with a six-member expert panel for validation of the responses. Results of the first study projects the absolute success of MDP in the area of organizational development. However, the RMG industries should make improvement in the area of management skill development particularly developing leadership skills. Management development is still a less utilized concept in most of the RMGs of Bangladesh. The results of this study may encourage the application of MDP that could be beneficial in overall organizational performance improvement.
... Online learning management systems and related technological tools seem particularly well suited to the new generations of learners (Aviles and Eastman, 2012;Postolov et al., 2017). Millennials and Gen Z students have strong affiliation needs, low tolerance for ambiguity, expectations for prompt feedback and demand personalized learning experiences more than previous generations who were largely taught via lectures (Aviles and Eastman, 2012;Meola, 2016). In fact, younger students, consistent with these generations, appear to perform better than older students in business simulations (Hernández-Lara et al., 2019). ...
Purpose
The purpose of this study is to analyze learning assurance measures derived from a business simulation as part of capstone business strategy courses delivered via distance learning (DL) compared to traditional classroom (on-ground [OG]) delivery modes using experiential learning theory.
Design/methodology/approach
A sample of 595 undergraduate capstone business students from 21 course sections taught over a four-year period in a medium-sized private master’s level college is investigated. Variables included learning assurance measures from a competitive online simulation (GLO-BUS), gender, business degree major, capstone course grades and cumulative grade point averages. The analytic strategy included correlations, linear regressions, multiple regressions and multivariate analyses of variance.
Findings
Results reveal that there are significant differences in learning assurance report (LAR) scores, gender differences and differences between academic majors based on delivery mode (OG versus DL). Simulation performance was higher for DL students, although the relationship between simulation performance and final course grades was not significantly different for OG and DL cohorts.
Research limitations/implications
To the best of the authors’ knowledge, implications for courses, programs, curricula and learning assessment are considered. The strengths (actual performance measures) and potential limitations (e.g. possible deficiency of measures) of LAR scores are discussed.
Originality/value
This research compares OG and DL modes for strategic management course outcomes using direct assessments, including simulation learning assurance measures, student characteristics, capstone course grades and student grade point averages.
... Copyright ⓒ 2019Authors theory as it laid stress upon experiential learning through emotions where an individual learns to act in a better manner in real time situations or problems.According to Meola (2016 ...
This paper throws light on equine-assisted learning or which may also be called "horse whispering" and considers the results of human-animal interactions which can act as a tool for the development and improvement of one self. Through this human-animal interaction, the paper presents three Lacanian concepts of subjectivity, desire, and fantasy in determining the fractured relationship between self and other which may also be portrayed as the leader-follower relations. Organizations are struggling hard to meet the needs of the Millennials. Managers are thus facing the problems in building relationships with Millennial employees and fully understanding which motivating factors affect them and their work. Special training focusing on the Millennials can help the leaders to work with Millennials in a more effective manner which in turn can increase retention rates for organizations, reducing the costs as well as increasing the loyalty among them. Throughout history we have observed that the horses have been remained the symbols of power and leadership. They have been the deciding factor in the fall and rise of various empires for thousands of years. But can we imagine that horses can still be influential in the corporate world today also through EAL programs that is Equine Assisted Learning.
... Hal ini akan berpengaruh dengan cara generasi milenial berinteraksi dengan orang lain di tempat kerja yang berbeda generasi. Kebutuhan milenial atas komunikasi yang instan dan terus menerus akan menimbulkan terganggunya alur kerja di tempat kerja (Meola, 2016 (2008), bahwa skor learning agility tidak berhubungan dengan jenis kelamin, tetapi manager perempuan memiliki skor people agility yang lebih tinggi dibandingkan manager laki-laki. Berbeda dengan penelitan sebelumnya, dalam penelitian ini skor rata-rata mental agility, people agility dan change agility responden perempuan lebih tinggi daripada responden laki-laki. ...
Globalisasi mengakibatkan perkembangan dunia ekonomi dan bisnis bergerak sangat cepat, dinamis dan terus berubah. Generasi millennial atau generasi Y merupakan generasi terbanyak saat ini dan menjadi aset bagi kemajuan perusahaan. Sehingga, untuk menghadapi tantangan perubahan ini generasi millennial memerlukan learning agility, yaitu kesediaan untuk belajar dan menerapkan hal yang telah dipelajari dalam situasi baru. Namun, generasi millennial dikenal sebagai generasi yang instan, cepat bosan, dan kurang tangguh. Tujuan dari penelitian ini adalah untuck mengetahui gambaran learning agiity pada generasi millennial di Jakarta. Metode penelitian yang digunakan adalah metode penelitian kuantitatif deskriptif. Kuesioner dibuat berdasarkan empat dimensi learning agility dari Choices Quetionnaire (Eichinger & Lombardo, 1997). Empat dimensi dari learning agility terdiri dari people agility, results agility, change agility, dan mental agility. Teknik sampling yang digunakan adalah convenience sampling. Jumlah sampel penelitian sebanyak 136 orang dengan kriteria usia generasi millennial, berusia 18- 37 tahun dan merupakan karyawan tetap di sebuah organisasi di Jakarta. Teknik analisa data deskriptif menggunakan perbandingan mean hipotetik dan mean empirik. Hasil penelitian menunjukkan learning agility karyawan generasi millennial berada pada kategori tinggi. Dari hasil penormaan setiap dimensi, diketahui keempat dimensi juga berada di kategori tinggi. Karyawan generasi millennial memiliki keinginan yang tinggi untuk belajar, fleksibel untuk menghadapi perubahan. Globalization promotes rapid, dynamic, and constantly changing development in the economic and business world. Being the current most prominent generation, the millennial generation, also known as generation Y serves as an asset for company development. Therefore, in order to overcome this challenge of change, the millennial generation requires learning agility, which i a willingness to learn and apply what has been learned in new situations. The work attitude of the millennial generation in overcoming change still requires investigation, that organizations can have better understanding of their employees. The purpose of this study was to determine the level of learning agility of millennial employees in Jakarta. The research method used was descriptive quantitative research. The research instrument was constructed based on four dimensions of learning agility, namely = people agility, results agility, change agility, and mental agility. The sampling technique used was convenience sampling. Participants of the study were 136 millenials who worked as full-time employees aged 18-37 years. Descriptive data analysis was conducted by comparing hypothetical mean and empirical mean, along with differential test with independent sample t-test and one-way ANOVA. Results show that the learning agility of millennial generation employees was considered high. The mean score of mental agility was the highest, followed by results agility, change agility and the lowest mean score was people agility. The differential test found no differences in learning agility based on age and gender.
... Popular press works have offered a variety of topdown strategies for managing generational differences via various provisions for developing younger generations at work (e.g., Dep, 2016;Espinoza & Ukleja, 2016). One recent publication has gone so far as to suggest that equine-assisted interventions (i.e., leadership development involving horses) may be useful for promoting leadership competency development among millennials (Meola, 2016). Interestingly, more recent works have offered corollary bottom-up strategies (i.e., specifically aimed at members of younger generations) about how to overcome generational differences when assuming leadership roles in organizations (e.g., Espinoza & Schwarzbart, 2015;Karsh & Templin, 2013). ...
We present a critical review of theory, empirical research, and practical applications regarding generational differences in leadership phenomena. First, we consider the concept of generations both historically and through contemporary arguments related to leadership. Second, we outline and refute various myths surrounding the idea of generational differences in general, and critique leadership theories that have been influenced by these myths. Third, we describe the results of a literature review of primary empirical studies that have invoked the notion of generational differences to understand leadership phenomena. Finally, we argue that the lifespan developmental perspective represents a useful alternative to generational representations, as it better captures age-related dynamics that are relevant to leadership, followership, and leadership development. Ultimately, our work serves as a formal call for a moratorium to be placed upon the application of the ideas of generations and generational differences to leadership theory, research, and practice.
Purpose
This paper aims to propose that millennials – those born between 1980 and 1995 – are uniquely impacted by the long-term impact of the pandemic, which has accelerated the work from home movement and exacerbated organizational issues associated with working remotely. Millennials, on the cusp of embarking on important leadership roles in this new remote work environment, pose challenges and opportunities for organizations will that will last long after the pandemic.
Design/methodology/approach
This paper provides a viewpoint based on a narrative review and on the authors’ professional experiences within organizations. Based upon these findings, this paper has reimagined the Mumford skills model to explore millennial managers in this new remote work, post-pandemic context. The goal of this narrative review was to provide a full picture of the “Millennial manager” and the challenges they face in becoming effective managers, as well as highlight the important strengths they bring to the table.
Findings
Managers may have challenges regarding job satisfaction, productivity and organizational commitment. The positive factors are millennials prefer flexibility, teamwork and creating a positive work-life balance. The negative side has to do with isolation and the ability to embrace the organization culture in a remote environment. This model shows positive and limiting factors of millennials related to organization effectiveness. The major propositions and model were that millennium managers in this new environment increase interpersonal communication to maintain trust, effective mentoring, resolve strong organizational culture and ensure effective delegation and conflict resolution.
Practical implications
This study discovered challenges for managers, including developing loyalty and improving employee job satisfaction and organizational commitment. Active listening is necessary for team management to show that all team members are valued irrespective of the work environment. Active listening and empathy will increase social support at work, which improves personal well-being and productivity. Millennials will continue to use their technological skills, their desire for teamwork and their preference for participative management, resulting in becoming an invaluable asset in this era of organizational transformation. The challenge for organizations is to realize the millennial generation possesses many talents and must successfully engage them in the pursuit of organizational goals.
Originality/value
This paper adds to the body of knowledge regarding millennials in organizations with a specific focus on the new work environment created by the global pandemic. The authors hope that their adapted skills model – the millennial manager skills model – becomes an important resource for articulation this new environment that millennial managers are in and that this model can be further refined and expanded through empirical exploration.
p class="Style1">This research investigates the effects of passion towards organizational commitment as a mediating role to career adaptability and engagement of millennial employees in startup companies. The convenience sampling method was used to collect data from 63 millennial employees of startup companies located in Jakarta, Bogor, Depok, Tangerang, and Bekasi by distributing questionnaires via Google Form. The data collected were then analyzed using path analysis and the results showed that passion has a direct and indirect effect on organizational commitment and employee engagement. Meanwhile, career adaptability does not affect partial meditation as an intervening variable. Conversely, passion positively and significantly affects career adaptability, employee engagement, and organizational commitment.</p
Littlejohn offers a summary of the relationship between the contemporary leadership behaviors and styles required to manage a diverse millennial workforce. Focusing on Transformational and Cloud Leadership as the basis for the discussion, this chapter draws attention to the need for shaping and implementation of innovation; the knowledge, resources, and cultural perspectives integration; and the tools and building blocks needed to transformation an organization. The “Leadership and Diversity Implementation” concludes with a case study of Dephy, a technology startup focused on improving peoples’ life’s by designing a power-dense electromechanical application, analyzing their leadership approach and innovative culture.
The Clinical Practice of Equine-Assisted Therapy bridges theory, research, and practical methods to fill a rapidly developing gap for physical, occupational, speech, and mental health professionals interested in incorporating horses in therapy. Extensively researched and citing over 300 peer-reviewed journal articles, it examines core issues such as terminology, scope of practice, competency recommendations, horse care ethics, and clinical practice considerations. This book is an essential resource for professionals who wish to use a best-practices approach to equine-assisted therapy.
Abstract:
The Effectiveness of Equine Guided Leadership Education to Develop Emotional Intelligence in Expert Nurses
Purpose: The purpose of this pilot study was to identify, the feasibility and effectiveness of Equine Guided Leadership Education (EGLE), a form of Equine Assisted Learning (EAL), in developing emotional intelligence competencies in expert nurses. Our hypothesis was that Equine Guided Leadership Education would be effective at developing the emotional intelligence competencies being measured by the assessment instrument.
Background and Significance: There is growing interest and research being conducted on the impact of developing the emotional intelligence (EQ) competencies of nurses and other healthcare professionals. Recent findings suggest that emotional intelligence may be a useful concept for exploring innovations that target improved clinical staff performance and retention. Anecdotal evidence, from the field of equine assisted learning, finds that experiential learning programs that utilize ground exercises with horses helps to develop leadership skills, including emotional intelligence in humans. The intention behind this collaboration between The Center for Leadership Development and UK Healthcare at the University of Kentucky was to further research efforts in both fields.
Methods: A voluntary sample of 21 expert nurses was recruited to both an intervention group (n=11) and a control group (n=10); assignment to these groups was determined by the hospital unit service line. Both groups completed a pre-intervention online Emotional Intelligence Appraisal assessment measuring the following emotional intelligence dimensions: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. The intervention consisted of a 1-day EGLE workshop. The nurses in the intervention group also filled out a qualitative survey on their experience at the end of their day with the horses and again three months later. At six months post-intervention, both groups were re-assessed using the online emotional intelligence assessment.
Results: The comparative analysis between the change scores, as measured by the online EQ assessment, of the intervention group to the control group showed higher EQ scores in all dimensions measured with the largest increase in the Relationship Management dimension. The thematic analysis of the pre and post qualitative surveys completed by the intervention participants indicated an increase in the following emotional intelligence competencies: self-awareness, body language, and social awareness.
Conclusions: This pilot proved successful as a feasibility study. The encouraging results gained can be used as a starting point for conducting a similar but much larger longitudinal study looking at the effectiveness of working with horses to increase emotional intelligence.
The habits and behaviors of the Millennials are of some concern to employers across the Western world (Alsop, Nicholson & Miller, 2009; McGuire, By & Hutchings, 2007; Myers & Sadaghiani, 2010; Smola & Sutton, 2002). This group of people born between approximately 1979 and 1994 has grown up with communication technology and has never known a time when these conveniences were not available. People of this generation are generally thought to have different styles of and expectations for communication, both of which could have an influence on teams and organization performance (Gorman, Nelson & Glassman, 2004; Greenbaum & Query, 1999; Howe & Strauss, 2000; Tapscott, 1998; Zemke, Raines & Filipczak, 2000). Organizations may find that they need to adapt their policies and procedures in order to take advantage of the special skills offered by Millennials and minimize problems within the organization (Gursoy, Maier & Chi, 2008). For those Millennials pursuing higher education at the university level, going to school could be considered their primary job, with paid employment on the side. How this generation behaves in classes can be an indication of how they expect to act in their careers. Just as they use computers and smartphones to access the internet and send sms text messages and email throughout the day, (even during their college classes), they also expect to stay connected during the course of their working day, including the time spent in meetings with subordinates, peers, managers and those outside the organization. Indeed, staying connected is a central part of their lives (Frand, 2000) and they expect that others, including managers, will also use these forms of communication to stay in constant contact with them (Hagner, 2001; Robinson & Stubberud, 2012a, 2012b). Business students are among the most eager to use technology in the classroom, and assumedly, at work (Kvavik, 2011). To gain a better understanding of the communication behaviors of the workforce that is joining the working world, this study examines the behaviors reported by both American and Norwegian university students. Comparing the responses of students in two countries allows shows which behaviors are typical in both countries. This is important not only for managers who deal with international employees, but also for those who need to know about employees in their own countries.
As Millennials move into the workforce, stories decrying the perceived neediness, disloyalty, sense of entitlement, and overall casualness in Millennials’ approach to work continue to surface in both the popular and academic press. Organizations have begun to pay attention as well, recognizing that managers are having trouble managing their “young people.” In this article, the authors consider common stereotypes of employees from the Millennial generation in the context of the educational, political, economic, and social contexts present during their formative years, suggesting that management style may be the key to successfully leveraging Millennial employees’ talents.
Objective:
This systematic review examines the empirical literature in an emerging body of evidence for the effectiveness of biopsychosocial interventions involving equines across populations with chronic illness or health challenges.
Method:
Selected quantitative studies published in peer-reviewed journals were reviewed for inclusion; the gray literature and white papers were also explored. Population, Intervention, Comparison, and Outcome (PICO) criteria and Grades of Recommendation, Assessment, Development, and Evaluation (GRADE) were applied to all studies. Fourteen full reports meeting a priori inclusion criteria were extracted from 103 studies accessed through 16 electronic databases and a hand search. Data were synthesized in relation to three research questions informing evidence-based practice.
Results:
No randomized clinical trials were located. Two studies provided a moderate level of evidence for effectiveness. Nine studies demonstrated statistically significant positive effects. Three studies did not find significant psychosocial effects for the target group, although one found significant positive effects for the comparison group.
Conclusion:
In the aggregate, the evidence is promising in support of the effectiveness of complementary and adjunct interventions employing equines in the treatment of health challenges. Future studies are needed that utilize rigorous and creative designs, especially longitudinal studies and comparisons with established effective treatments.
The importance of having capable leaders is extremely relevant today, but the effectiveness of training is difficult to measure. While much has been written on the use of horses for therapeutic purposes, this qualitative research study sought to address the gap of knowledge on the value of using horses as a training tool for management development. The research illustrates the derived benefits from experiential learning through metaphor in the context of working with horses that directly relates to individual’s behavior at work. Through this facilitated experience, participants engaged in a process of self-discovery that led to deeper learning. The results of this research contribute to experiential learning theory in this context, and to practice in terms of effective knowledge transfer that contributes to management development.
Developing coherent leadership in partnership with horses - a new approach to leadership training
- E K Gehrke
Soft skills for employability
- N Sultana
Mentoring Millennials (cover story)”
- J C Meister
- K Willyerd
Managing Millennials
- G Macsweeney
Improving Teamwork in Organizations : Applications of Resource Management Training
- E Salas
- C A Bowers
- E Edens
So much training, so little to show for it
- R Silverman
Horse Sense for People: The Man who Talks to Horses Talks to People
- M Roberts
The modern mentor in a millennial workplace
- K Moore
Horse Sense for the Leader Within: Are You Leading Your Life, or is it Leading You?
- A Strozzi