This timely book marshals more than a dozen of Levinson's most insightful writings on work-life issues, from avoiding burnout to pursuing a second career, from dealing with abrasive personalities to handling the emotional and career challenges facing middle-aged managers.

Solidly anchored in research findings and counseling experience, this book provides detailed guidance on the skills, self-knowledge, attitudes, and behavior necessary for career success. Practical advice on working effectively with a problem boss, cultivating productive relationships with co-workers, and succeeding in a major career change are among the topics covered.

This book explores organizations as not simply rational, technological structures and networks for organizing people around tasks and services; it defines organizations as relational, experiential, and perceptual systems.

Views the common assumption that people are motivated by rewards and punishments as destructive to the business organization, and puts forward new theories of human motivation.

"For over 50 years, Harry Levinson, a pioneer in the field of organizational consulting psychology, has applied his extensive clinical expertise to the understanding of organizational assessment and intervention. In this volume, editors Freedman and Bradt present 18 of Levinson's landmark contributions that explore how and why consultants diagnose organizational and managerial pathology. These chapters showcase Levinson's astute clinical and counseling insights on organizational diagnosis, leadership, consultation, and stress. I/O and business management consultants will learn how to expertly apply these techniques to various organizational problems as well as enhance their own self-reflective awareness."--BOOK JACKET.

The first comprehensive textbook on political psychology, this user-friendly volume explores the psychological origins of political behavior. Using psychological concepts to explain types of political behavior, the authors introduce a broad range of theories and cases of political activity to illustrate the behavior. The book examines many patterns of political behaviors including leadership, group behavior, voting, race, ethnicity, nationalism, political extremism, terrorism, war, and genocide. Text boxes highlight current and historical events to help students see the connection between the world around them and the concepts they are learning. Examples highlight a variety of research methodologies used in the discipline such as experimentation and content analysis. The "Political Being" is used throughout to remind the reader of the psychological theories and concepts to be explored in each chapter. Introduction to Political Psychology explores some of the most horrific things people do to one another for political purposes, as well as how to prevent and resolve conflict, and how to recover from it. The goal is to help the reader understand the enormous complexity of human behavior and the significant role political psychology can play in improving the human condition. Designed for upper division courses on political psychology or political behavior, this volume also contains material of interest to those in the policymaking community.

In this book, renowned executive consultant Richard R. Kilburg demonstrates that despite the complexity of the modern world, the foundations of executive leadership still reside in the timeless virtues of the ancient Chinese and Greeks.

A state-of-the-art reference, drawing on key contemporary research to provide an in-depth, international, and competencies-based approach to the psychology of leadership, change and OD Puts cutting-edge evidence at the fingertips of organizational psychology practitioners who need it most, but who do not always have the time or resources to keep up with scholarly research Thematic chapters cover leadership and employee well-being, organizational creativity and innovation, positive psychology and Appreciative Inquiry, and leadership-culture fit Contributors include David Cooperrider, Manfred Kets de Vries, Emma Donaldson-Feilder, Staale Einarsen, David Day, Beverley Alimo-Metcalfe, Michael Chaskalson and Bernard Burnes

Allcorn and Diamond argue that the workplace has become ever more threatening to employees, and that they respond by creating psychological defenses that make the workplace ever more dysfunctional. To keep organizations competitive and sustain the value of their stock, management demands constant improvements in their employees' performance, but often the result is just the opposite of what management wants. Allcorn and Diamond explore this process in depth, and introduce a comprehensive and internally consistent, psychologically informed model of human development and behavior, one that explains for the first time the nature of the psychologically defensive workplace. In doing so, they challenge readers to think systematically about the psychological side of the workplace and to understand the importance of dealing effectively with employee defensiveness. The result is an authoritative study with valuable lessons and immediate benefits for corporate executives, and for scholars and researchers in organizational behavor in the academic community. Allcorn and Diamond's model is applicable to understanding five aspects of the workplace: first, how individuals respond to its stresses and anxieties; second, the psychologically defensive nature of interpersonal relationships at work; third, what the psychologically defensive group processes are; fourth, the dynamics of psychological defenses; and fifth, how the model is used to understand the connection of all organizations to the larger society in which they are imbedded. The authors' goal is to help management understand what actually is going on in today's workplace, the consequence of downsizing and other cost-reduction initiatives, and how important it is for management for relieve the problems they cause.