Notes

INTRODUCTION

1. K. Lamoureaux and K. O’Leonard, Leadership Development Factbook® 2009: Benchmarks and Analysis of Leadership Development Spending, Staffing and Programs, Bersin & Associates (October 2009).

2. A. De Smet, M. McGurk, and M. Vinson, “How Companies Manage the Front Line Today: McKinsey Survey Results,” McKinsey & Company (February 2010), http://www.mckinsey.com/insights/organization/how_companies_manage_the_front_line_today_mckinsey_survey_results.

3. Manchester International, “Why Are So Many Newly Promoted Managers & Executives Failing?” (2001), http://www.prnewswire.com/news-releases/manchester-consulting-why-are-so-many-newly-promoted-managers—executives-failing-77350667.html.

4. W. A. Gentry, “Derailment: How Successful Leaders Avoid It,” in The ASTD Leadership Handbook, ed. E. Biech (Alexandria, VA: ASTD Press, 2010), 311–24; and W. A. Gentry and C. T. Chappelow, “Managerial Derailment: Weaknesses That Can Be Fixed,” in The Perils of Accentuating the Positives, ed. R. B. Kaiser (Tulsa, OK: Hogan Press, 2009), 97–113.

5. P. Crush, “Cooper: Engagement Programmes Have Had No Impact on Wellbeing,” HR (January 26, 2015), http://www.hrmagazine.co.uk/article-details/cooper-engagement-programmes-have-had-no-impact-on-wellbeing.

6. R. S. Wellins, A. Selkovits, and D. McGrath, Be Better Than Average: A Study on the State of Frontline Leadership (Bridgeville, PA: Development Dimensions International, 2013).

7. CareerBuilder Survey, “More Than One-Quarter of Managers Said They Weren’t Ready to Lead When They Began Managing Others, Finds New CareerBuilder Survey” (March 28, 2011), http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?id=pr626&sd=3%2F28%2F2011&ed=12%2F31%2F2011.

8. A. De Smet, M. McGurk, and M. Vinson, “Unlocking the Potential of Frontline Managers,” McKinsey & Company (August 2009), http://www.mckinsey.com/business-functions/organization/our-insights/unlocking-the-potential-of-frontline-managers.

9. K. O’Leonard and J. Krider, Leadership Development Factbook® 2014: Benchmarks and Trends in U.S. Leadership Development, BERSIN by Deloitte (May 2014).

10. K. O’Leonard and L. Loew, Leadership Development Factbook® 2012: Benchmarks and Trends in U.S. Leadership Development, Bersin & Associates Factbook Report (July 2012).

CHAPTER 1

1. R. E. Riggio, “Leaders: Born or Made?,” Psychology Today (March 18, 2009), https://www.psychologytoday.com/blog/cutting-edge-leadership/200903/leaders-born-or-made; R. E. Riggio, “What Is Charisma and Charismatic Leadership?,” Psychology Today (October 7, 2012), https://www.psychologytoday.com/blog/cutting-edge-leadership/201210/what-is-charisma-and-charismatic-leadership; and R. D. Arvey, M. Rotundo, W. Johnson, Z. Zhang, and M. McGue, “The Determinants of Leadership Role Occupancy: Genetic and Personality Factors,” Leadership Quarterly 17, no. 1 (2006): 1–20.

2. W. A. Gentry, J. J. Deal, S. Stawiski, and M. Ruderman, Are Leaders Born or Made? Perspectives from the Executive Suite, White Paper (Greensboro, NC: Center for Creative Leadership, 2012), http://insights.ccl.org/wp-content/uploads/2015/02/AreLeadersBornOrMade.pdf.

3. B. Brown, “The Power of Vulnerability,” Tedx Houston (June 2010), https://www.ted.com/talks/brene_brown_on_vulnerability?language=en.

4. B. Brown, Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead (New York: Penguin/Gotham, 2012).

5. M. W. McCall, M. M. Lombardo, and A. W. Morrison, The Lessons of Experience: How Successful Executives Develop on the Job (Lexington, MA: Lexington Books, 1988); and J. Yip and M. Wilson, “Learning from Experience,” in Handbook of Leadership Development, 3rd ed., ed. E. Van Velsor, C. D. McCauley, and M. N. Ruderman (San Francisco: Jossey Bass, 2010), 63–95.

CHAPTER 2

1. M. W. McCall Jr. and M. M. Lombardo, Of the Track: Why and How Successful Executives Get Derailed (Greensboro, NC: Center for Creative Leadership, 1983).

2. G. R. Ferris, R. Zinko, R. L. Brouer, M. R. Buckley, and M. G. Harvey, “Strategic Bullying as a Supplementary, Balanced Perspective on Destructive Leadership,” Leadership Quarterly 18 (2007): 195–206; and M. Harvey, M. R. Buckley, J. T. Heames, R. Zinko, R. G. Brouer, and G. R. Ferris, “A Bully as an Archetypal Destructive Leader,” Journal of Leadership & Organizational Studies 14 (2007): 117–29.

3. Gentry, “Derailment: How Successful Leaders Avoid It.”

4. I wish to acknowledge and thank Professors Christopher Myers and Scott DeRue for their help and for allowing me to use their learning and motivation assessment for my research.

5. C. S. Dweck, Mindset: The New Psychology of Success (New York: Ballantine Books, 2008).

6. P. A. Heslin, G. P. Latham, and D. Vandewalle, “The Effect of Implicit Person Theory on Performance Appraisals,” Journal of Applied Psychology 90 (2005): 842–56.

7. E. Van Velsor, C. D. McCauley, and M. Ruderman, eds., The Center for Creative Leadership Handbook of Leadership Development, 3rd ed. (San Francisco, CA: Jossey-Bass, 2010).

8. S. G. Rogelberg, L. Justice, P. W. Braddy, S. C. Paustian-Underdahl, E. Heggestad, L. Shanock, B. E. Baran, T. Beck, S. Long, A. Andrew, D. G. Altman, and J. W. Fleenor, “The Executive Mind: Leader Self-Talk, Effectiveness, and Strain,” Journal of Managerial Psychology 28 (2012): 183–201.

9. Some of the ideas presented are based on information from these websites: C. Dweck, “How Can You Change from a Fixed Mindset to a Growth Mindset?,” Mindset (n.d.), http://mindsetonline.com/changeyourmindset/firststeps/; and T. Waghorn, “Are You Trapped in a Fixed Mindset? Fix It!,” Forbes (April 20, 2009), http://www.forbes.com/2009/04/20/mindset-psychology-succcess-leadership-careers-dweck.html.

CHAPTER 3

1. A. Crippen, “Warren Buffett’s $100,000 Offer and $500,000 Advice for Columbia Business School Students,” CNBC (November 12, 2009), http://www.cnbc.com/id/33891448.

2. Paige Logan, a former student at Davidson College, and her professor Scott Tonidandel, both of whom were instrumental in examining these challenges. I’m indebted to them for their help.

3. R. L. Birdwhistell, Kinesics and Context: Essays on Body Motion Communication (Philadelphia: University of Pennsylvania Press, 1970).

4. A. Mehrabian, “Communication without Words,” Psychology Today 2, no. 9 (1968): 52–55.

5. C. I. Brooks, M. A. Church, and L. Fraser, “Effects of Duration of Eye Contact on Judgments of Personality Characteristics,” Journal of Social Psychology 126 (1986): 71–78; and D. Butler and F. L. Geis, “Nonverbal Affect Responses to Male and Female Leaders: Implications for Leadership Evaluations,” Journal of Personality and Social Psychology 58 (1990): 48–59.

6. V. P. Richmond and J. C. McCroskey, Nonverbal Behavior in Interpersonal Relations, 4th ed. (Boston: Allyn and Bacon, 2000).

7. T. V. McGovern and H. E. Tinsley, “Interviewer Evaluations of Interviewee Nonverbal Behavior,” Journal of Vocational Behavior 13 (1978): 163–71.

8. D. Desteno, C. Breazeal, R. H. Frank, D. Pizarro, J. Baumann, L. Dickens, and J. J. Lee, “Detecting the Trustworthiness of Novel Partners in Economic Exchange,” Psychological Science 23 (2012): 1549–56.

9. S. Nowicki Jr. and M. P. Duke, Helping the Child Who Doesn’t Fit in (Atlanta: Peachtree Publishers, 1992); and S. Nowicki Jr. and M. P. Duke, Will I Ever Fit In? The Breakthrough Program for Conquering Adult Dyssemia (New York: Free Press, 2002.)

10. W. A. Gentry and M. P. Duke, “A Historical Perspective on Nonverbal Communication in Debates: Implications for Elections and Leadership,” Journal of Leadership Studies 2, no. 4 (2009): 36–47.

11. E. T. Hall, The Silent Language (Greenwich, CT: Fawcett, 1969).

12. A. Cuddy, “Your Body Language Shapes Who You Are,” Ted Global (June 2012), https://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en.

13. A. J. C. Cuddy, Presence: Bringing Your Boldest Self to Your Biggest Challenges (New York: Little, Brown, & Co., 2015).

14. R. E. Axtell, Essential Do’s and Taboos: The Complete Guide to International Business and Leisure Travel (Hoboken, NJ: John Wiley & Sons, 2007); T. Morrison and W. A. Conaway, Kiss, Bow, or Shake Hands: The Bestselling Guide to Doing Business in More Than 60 Countries (Avon, MA: Adams Media, 2006); S. Ting-Toomey, Communicating Across Cultures (New York: Guilford Press, 1999); and D. W. Prince and M. H. Hoppe, Communicating Across Cultures (Greensboro, NC: CCL Press, 2000).

15. Nowicki Jr. and Duke, Helping the Child Who Doesn’t Fit In; and Gentry and Duke, “A Historical Perspective on Nonverbal Communication in Debates.”

16. D. L. Joseph, L. Y. Dhanani, W. Shen, B. C. McHugh, and M. A. McCord, “Is a Happy Leader a Good Leader? A Meta-Analytic Investigation of Leader Trait Affect and Leadership,” Leadership Quarterly 26 (2015): 557–76.

17. R. Rajah, Z. Song, and R. D. Arvey, “Emotionality and Leadership: Taking Stock of the Past Decade of Research,” Leadership Quarterly 22 (2011): 1107–19.

18. V. A. Visser, D. van Knippenberg, G. A. van Kleef, and B. Wisse, “How Leader Displays of Happiness and Sadness Influence Follower Performance: Emotional Contagion and Creative versus Analytical Performance,” Leadership Quarterly 24 (2013): 172–88.

19. J. H. K. Wong and E. K. Kelloway, “What Happens at Work Stays at Work? Workplace Supervisory Social Interactions and Blood Pressure Outcomes,” Journal of Occupational Health Psychology 21 (2016): 133–41; M. Oaklander, “How Your Boss Can Raise Your Blood Pressure,” Time (December 15, 2015), http://time.com/4148617/blood-pressure-boss-stress/.

20. G. Sadri, T. J. Weber, and W. A. Gentry, “Empathic Emotion and Leadership Performance: An Empirical Analysis across 38 Countries,” Leadership Quarterly 22 (2011): 818–30.

21. W. A. Gentry, M. A. Clark, S. F. Young, K. L. Cullen, and L. Zimmerman, “How Displaying Empathic Concern May Differentially Predict Career Derailment Potential for Women and Men Leaders in Australia,” Leadership Quarterly 26 (2015): 641–53.

22. K. E. Brink and R. D. Costigan, “Oral Communication Skills: Are the Priorities of the Workplace and AACSB-Accredited Business Programs Aligned?,” Academy of Management Learning & Education 14 (2015): 205–21.

23. C. A. Higgins, T. A. Judge, and G. R. Ferris, “Influence Tactics and Work Outcomes: A Meta-Analysis,” Journal of Organizational Behavior 24 (2003): 89–106.

24. G. Yukl, “Influence tactics for leaders,” in The ASTD Leadership Handbook, ed. E. Biech (Alexandria, VA: ASTD Press, 2010), 73–87; and G. Yukl, C. Seifert, and C. Chavez, “Validation of the Extended Influence Behavior Questionnaire,” Leadership Quarterly 19 (2008): 609–21.

CHAPTER 4

1. “I Have a Best Friend at Work,” Gallup Business Journal (May 26, 1999), http://www.gallup.com/businessjournal/511/item-10-best-friend-work.aspx.

2. K. A. Jehn and P. P. Shah, “Interpersonal Relationships and Task Performance: An Examination of Mediation Processes in Friendship and Acquaintance Groups,” Journal of Personality and Social Psychology 72 (1997): 775–90.

3. C. M. Riordan and R. W. Griffeth, “The Opportunity for Friendship in the Workplace: An Underexplored Construct,” Journal of Business and Psychology 10 (1995): 141–54.

4. C. R. Gerstner and D. V. Day, “Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues,” Journal of Applied Psychology 82 (1997): 827–44.

5. D. J. Henderson, S. J. Wayne, L. M. Shore, W. H. Bommer, and L. E. Tetrick, “Leader-Member Exchange, Differentiation, and Psychological Contract Fulfillment: A Multilevel Examination,” Journal of Applied Psychology 93 (2008): 1208–19.

6. T. A. Judge, R. F. Piccolo, and R. Ilies, “The Forgotten Ones? A Re-Examination of Consideration, Initiating Structure, and Leadership Effectiveness,” Journal of Applied Psychology 89 (2004): 36–51.

7. Gentry, “Derailment: How Successful Leaders Avoid It.”

8. C. S. Burke, K. C. Stagl, C. Klein, G. F. Goodwin, E. Salas, and S. M. Halpin, “What Type of Leadership Behaviors Are Functional in Teams? A Meta-Analysis,” Leadership Quarterly 17 (2006): 288–307.

9. W. H. Drath, C. D. McCauley, C. J. Palus, E. Van Velsor, P. M. G. O’Connor, and J. B. McGuire, “Direction, Alignment, Commitment: Toward a More Integrative Ontology of Leadership,” Leadership Quarterly 19 (2008): 635–53; and C. McCauley, Making Leadership Happen, White Paper (Greensboro, NC: Center for Creative Leadership, 2014), http://insights.ccl.org/wp-content/uploads/2015/04/MakingLeadershipHappen.pdf.

10. J. Rozovsky, “The Five Keys to a Successful Google Team,” re:Work, The Water Cooler (November 17, 2015), https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/.

11. A. C. Edmondson and Z. Lei, “Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct,” Annual Review of Organizational Psychology and Organizational Behavior 1 (2014): 23–43.

12. E. L. Deci and R. M. Ryan, Intrinsic Motivation and Self-Determination in Human Behavior (New York: Plenum, 1985); and E. L. Deci and R. M. Ryan, Handbook of Self-Determination Research (Rochester, NY: University of Rochester Press, 2002).

13. C. Heath, “On the Social Psychology of Agency Relationships: Lay Theories of Motivation Overemphasize Extrinsic Incentives,” Organizational Behavior and Human Decision Processes 78 (1999): 25–62.

14. G. D. Jenkins, A. Mitra, N. Gupta, and J. D. Shaw, “Are Financial Incentives Related to Performance? A Meta-Analytic Review of Empirical Research,” Journal of Applied Psychology 83 (1998): 777–87.

15. D. H. Pink, Drive: The Surprising Truth about What Motivates Us (New York: Riverhead Books, 2011).

16. Y. J. Cho and J. L. Perry, “Intrinsic Motivation and Employee Attitudes: Role of Managerial Trustworthiness, Goal Directedness, and Extrinsic Reward Expectancy,” Review of Public Personnel Administration 32 (2012): 382–406.

17. K. Woolley and A. Fishbach, “The Experience Matters More Than You Think: People Value Intrinsic Incentives More Inside Than Outside an Activity,” Journal of Personality and Social Psychology 109 (2015): 968–82.

18. J. Pfeffer, “Six Dangerous Myths about Pay,” Harvard Business Review 76, no. 3 (1998): 109–19.

19. L. M. Graves, K. L. Cullen, H. F. Lester, M. N. Ruderman, and W. A. Gentry, “Managerial Motivational Profiles: Composition, Antecedents, and Consequences,” Journal of Vocational Behavior 87 (2015): 32–42.

CHAPTER 5

1. S. W. J. Kozlowski, S. M. Gully, E. Salas, and J. A. Cannon-Bowers, “Team Leadership and Development: Theory, Principles, and Guidelines for Training Leaders and Teams,” in Advances in Interdisciplinary Studies of Work Teams: Team Leadership, Vol. 3, ed. M. Beyerlein, D. Johnson, and S. Beyerlein (Greenwich, CT: JAI Press, 1996), 251–89.

2. S. Lauby, “Interview: Dr. Eduardo Salas on Best Practices for Developing Teamwork,” HR Bartender (August 18, 2013), https://www.hrbartender.com/2013/training/interview-dr-eduardo-salas-on-best-practices-for-developing-teamwork/.

3. T. D. Allen, L. T. Eby, M. L. Poteet, E. Lentz, and L. Lima, “Career Benefits Associated with Mentoring for Protégés: A Meta-Analysis,” Journal of Applied Psychology 89 (2004): 127–36.

4. A. Ramaswami and G. F. Dreher, “The Benefits Associated with Workplace Mentoring Relationships,” in Blackwell Handbook of Mentoring: A Multiple Perspectives Approach, ed. T. D. Allen and L. T. Eby (London: Blackwell, 2007), 211–31.

5. R. Ghosh and T. G. Reio Jr., “Career Benefits Associated with Mentoring for Mentors: A Meta-Analysis,” Journal of Vocational Behavior 83 (2013): 106–16.

6. W. A. Gentry, T. J. Weber, and G. Sadri, “Examining Career-Related Mentoring and Managerial Performance across Cultures: A Multilevel Analysis,” Journal of Vocational Behavior 72 (2008): 241–53.

7. W. A. Gentry and J. J. Sosik, “Developmental Relationships and Managerial Promotability in Organizations: A Multisource Study,” Journal of Vocational Behavior 77 (2010): 266–78.

8. W. A. Gentry, “Mentoring for Leadership Development,” in The Center for Creative Leadership Handbook of Coaching in Organizations, ed. D. D. Riddle, E. R. Hoole, and E. C. D. Gullette (San Francisco: Jossey-Bass, 2015), 247–82.

9. K. E. Kram, Mentoring at Work (Glenview, IL: Scott, Foresman, 1985).

10. G. P. Latham and E. A. Locke, “Goal Setting—A Motivational Technique That Works,” Organizational Dynamics 8, no. 2 (1979): 68–80; E. A. Locke and G. P. Latham, Goal-Setting: A Motivational Technique That Works (Englewood Cliffs, NJ: Prentice-Hall, 1984); and E. A. Locke, K. N. Shaw, L. M. Saari, and G. P. Latham, “Goal Setting and Task Performance: 1969–1980,” Psychological Bulletin 90 (1981): 125–52.

11. D. S. Yeager, V. Purdie-Vaughns, J. Garcia, N. Apfel, P. Brzustoski, A. Master, W. T. Hessert, M. E. Williams, and G. L. Cohen, “Breaking the Cycle of Mistrust: Wise Interventions to Provide Critical Feedback across the Racial Divide,” Journal of Experimental Psychology: General 143, no. 2 (2014): 804–24.

12. P. E. Levy and J. R. Williams, “The Social Context of Performance Appraisal: A Review and Framework for the Future,” Journal of Management 30 (2004): 881–905.

13. J. M. Gottman, What Predicts Divorce? (Hillsdale, NJ: Lawrence Erlbaum Associates, 1994).

CHAPTER 6

1. G. R. Ferris and W. A. Hochwarter, “Organizational Politics,” in APA Handbook of Industrial and Organizational Psychology, Vol. 3, ed. S. Zedeck (Washington, DC: American Psychological Association, 2011), 435–59; G. R. Ferris, D. C. Treadway, R. L. Brouer, and T. P. Munyon, “Political Skill in the Organizational Sciences,” in Politics in Organizations: Theory and Research Considerations, ed. G. R. Ferris and D. C. Treadway (New York: Routledge/Taylor and Francis, 2012), 487–549; G. R. Ferris, D. C. Treadway, R. W. Kolodinsky, W. A. Hochwarter, C. J. Kacmar, C. Douglas, and D. D. Frink, “Development and Validation of the Political Skill Inventory,” Journal of Management 31 (2005): 126–52; and G. R. Ferris, D. C. Treadway, P. L. Perrewé, R. L. Brouer, C. Douglas, and S. Lux, “Political Skill in Organizations,” Journal of Management 33 (2007): 290–320.

2. P. L. Perrewé, C. C. Rosen, and C. Maslach, “Organizational Politics and Stress: The Development of a Process Model,” in Politics in Organizations: Theory and Research Considerations, ed. G. R. Ferris and D. C. Treadway (New York: Taylor & Francis, 2012), 213–55.

3. W. A. Gentry, R. Eckert, V. P. Munusamy, S. A. Stawiski, and J. Martin, “The Needs of Participants in Leadership Development Programs: A Qualitative and Quantitative, Cross-Country Investigation,” Journal of Leadership & Organizational Studies 21 (2014): 83–101.

4. G. R. Ferris, S. L. Davidson, and P. L. Perrewé, Political Skill at Work: Impact on Work Effectiveness (Mountain View, CA: Davies-Black, 2005).

5. W. A. Gentry and J. B. Leslie, Developing Political Savvy (Greensboro, NC: CCL Press, 2012).

6. T. P. Munyon, J. K. Summers, K. M. Thompson, and G. R. Ferris, “Political Skill and Work Outcomes: A Theoretical Extension, Meta-Analytic Investigation, and Agenda for the Future,” Personnel Psychology 68 (2015): 143–84.

7. W. A. Gentry, D. C. Gilmore, M. L. Shuffler, and J. B. Leslie, “Political Skill as an Indicator of Promotability among Multiple Rater Sources,” Journal of Organizational Behavior 33 (2012): 89–104; and W. A. Gentry, J. B. Leslie, D. C. Gilmore, B. P. Ellen III, G. R. Ferris, and D. C. Treadway, “Personality and Political Skill as Distal and Proximal Predictors of Leadership Evaluations,” Career Development International 18 (2013): 569–88.

8. J. B. Leslie and W. A. Gentry, Women and Political Savvy: How to Build and Embrace a Fundamental Leadership Skill, White Paper (Greensboro, NC: Center for Creative Leadership, 2012), http://insights.ccl.org/wp-content/uploads/2015/04/WomenPoliticalSavvy.pdf.

9. P. Wilburn and K. Cullen, A Leader’s Network: How to Help Your Talent Invest in the Right Relationships at the Right Time, White Paper (Greensboro, NC: Center for Creative Leadership, 2014), http://insights.ccl.org/wp-content/uploads/2015/04/LeadersNetwork.pdf.

10. A. Grant, “5 Myths about Introverts and Extroverts at Work,” Huff Post, The Third Metric (February 19, 2014; updated April 21, 2014), http://www.huffingtonpost.com/adam-grant/5-myths-about-introverts_b_4814390.html.

CHAPTER 7

1. A. Berenson, “The Tyco Mistrial: The Chief; Tyco Chief and His Deputy Avoid Convictions, but Not Tattered Reputations,” New York Times, Business Day (April 3, 2004), http://www.nytimes.com/2004/04/03/business/tyco-mistrial-chief-tyco-chief-his-deputy-avoid-convictions-but-not-tattered.html?_r=0.

2. J. J. Sosik, W. A. Gentry, and J. U. Chun, “The Value of Virtue in the Upper Echelons: A Multisource Examination of Executive Character Strengths and Performance,” Leadership Quarterly 23 (2012): 367–82; and W. A. Gentry, K. L. Cullen, J. J. Sosik, J. U. Chun, C. R. Leupold, and S. Tonidandel, “Integrity’s Place among the Character Strengths of Middle-Level Managers and Top-Level Executives,” Leadership Quarterly 24 (2013): 395–404.

3. C. Peterson and M. E. P. Seligman, Character Strengths and Virtues: A Handbook and Classification (New York: Oxford/American Psychological Association, 2004).

4. “Measuring the Return on Character,” Harvard Business Review (April 2015), https://hbr.org/2015/04/measuring-the-return-on-character.

5. “Interview with Ken Lay,” CNN.com, Larry King Live (July 12, 2004), http://www.cnn.com/TRANSCRIPTS/0407/12/lkl.00.html.

6. W. A. Gentry, K. L. Cullen, and D. G. Altman, The Irony of Integrity: A Study of the Character Strengths of Leaders, White Paper (Greensboro, NC: Center for Creative Leadership, 2012), http://insights.ccl.org/wp-content/uploads/2015/04/IronyOfIntegrity.pdf.

7. C. Joffe-Walt and A. Spigel, “Psychology of Fraud: Why Good People Do Bad Things,” NPR, All Things Considered (May 1, 2012), http://www.npr.org/2012/05/01/151764534/psychology-of-fraud-why-good-people-do-bad-things.

8. M. H. Bazerman and A. E. Tenbrunsel, Blind Spots: Why You Don’t Do What’s Right and What to Do about It (Princeton, NJ: Princeton University Press, 2011).

9. N. Nohria, “You’re Not as Virtuous as You Think,” Washington Post (October 15, 2015), https://www.washingtonpost.com/opinions/youre-not-as-virtuous-as-you-think/2015/10/15/fec227c4-66b4-11e5-9ef3-fde182507eac_story.html.

10. R. C. Mayer, J. H. Davis, and F. D. Schoorman, “An Integrative Model of Organizational Trust,” Academy of Management Review 20 (1995): 709–34.

11. J. A. Colquitt, B. A. Scott, and J. A. LePine, “Trust, Trustworthiness, and Trust Propensity: A Meta-Analytic Test of Their Unique Relationships with Risk Taking and Job Performance,” Journal of Applied Psychology 92 (2007): 909–27.

12. McCall, Lombardo, and Morrison, The Lessons of Experience.

CHAPTER 8

1. R. Eisenberger, R. Huntington, S. Hutchison, and D. Sowa, “Perceived Organizational Support,” Journal of Applied Psychology 71 (1986): 500–507.

2. J. N. Kurtessis, R. Eisenberger, M. T. Ford, L. C. Buffardi, K. A. Stewart, and C. S. Adis, “Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory,” Journal of Management (in press).

3. R. Eisenberger, F. Stinglhamber, C. Vandenberghe, I. L. Sucharski, and L. Rhoades, “Perceived Supervisor Support: Contributions to Perceived Organizational Support and Employee Retention,” Journal of Applied Psychology 87 (2002): 565–73.

4. A. M. Grant, Give and Take: A Revolutionary Approach to Success (New York: Viking Press, 2013).

5. A. M. Grant, “Relational Job Design and the Motivation to Make a Prosocial Difference,” Academy of Management Review 32 (2007): 393–417; A. M. Grant, “The Significance of Task Significance: Job Performance Effects, Relational Mechanisms, and Boundary Conditions,” Journal of Applied Psychology 93 (2008): 108–24; and A. M. Grant and S. Sonnentag, “Doing Good Buffers against Feeling Bad: Prosocial Impact Compensates for Negative Task and Self-Evaluations,” Organizational Behavior and Human Decision Processes 111 (2010): 13–22.

6. A. M. Grant, “Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership,” Academy of Management Journal 55 (2012): 458–76; A. M. Grant, “How Customers Can Rally Your Troops: End Users Can Energize Your Workforce Far Better Than Your Managers Can,” Harvard Business Review 89, no. 6 (June 2011): 97–103; and A. M. Grant, E. M. Campbell, G. Chen, K. Cottone, D. Lapedis, and K. Lee, “Impact and the Art of Motivation Maintenance: The Effects of Contact with Beneficiaries on Persistence Behavior,” Organizational Behavior and Human Decision Processes 103 (2007): 53–67.

TAKING THE FIRST STEP

1. Why 66 days? Research by Phillippa Lally and colleagues found the most likely amount of time it took to form behaviors into a habit and accomplish their goal was 66 days. See M. Popova, “How Long It Takes to Form a New Habit,” Brainpickings (January 2, 2014), http://www.brainpickings.org/2014/01/02/how-long-it-takes-to-form-a-new-habit/; and P. Lally, C. H. M. van Jaarsveld, J. W. W. Potts, and J. Wardle, “How Are Habits Formed: Modeling Habit Formation in the Real World,” European Journal of Social Psychology 40 (2010): 998–1009.