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Preview: Consulting Psychology Journal: Practice and Research - Vol 61, Iss 4

Consulting Psychology Journal: Practice and Research - Vol 69, Iss 2



Consulting Psychology Journal: Practice and Research is published by the Educational Publishing Foundation in collaboration with the Division of Consulting Psychology of the American Psychological Association (Division 13). The mission of this journal is



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Copyright: Copyright 2017 American Psychological Association
 



Tired of being fatigued? Introduction to the Special Issue.

2017-06-05

One of the most common workplace issues discussed today is that of always feeling fatigued. Today many employees at all levels in organizations are overloaded and overwhelmed, feel they can never disconnect from work, worry about work-life balance, and are getting burned out and exhausted from overwork. Some people attribute that fatigue to individual issues, such as the inability to say no, create balance, or have competitive drive. Others attribute it to changes in work habits as a result of technological advances. And still others attribute it to organizational structures and job demands. It appears that everyone is partially correct. This special issue of Consulting Psychology Journal: Practice and Research addresses two core questions: What are the causes of fatigue, and what can be done to reduce it? To address these questions, the articles assess the issue of fatigue from different perspectives, and they provide recommendations about actions that individuals, consultants, human-resources professionals, leaders, and organizations can take to reduce the fatigue that is plaguing staff at all levels of the organization. (PsycINFO Database Record (c) 2017 APA, all rights reserved)(image)



Sleep, emotional intelligence, and interpersonal effectiveness: Natural bedfellows.

2017-06-05

According to the National Sleep Foundation’s Sleep in America Poll, U.S. adults sleep between 6.7 to 7.3 hr every night, which has decreased by approximately 2 hr per night since the 19th century (National Sleep Foundation, 2016). Inconsistent or insufficient sleep can be costly for business, impacting leadership decision making/judgment, interpersonal relations, absenteeism, presenteeism, safety, productivity, and health (Gaultney & Collins-McNeil, 2009; Mills et al., 2007; Rosekind et al., 2010). Daytime sleepiness can be dangerous, and inadequate sleep is a known health hazard resulting in fatigue that can impair both performance and social functioning. In light of existing research on the effects of insufficient sleep on work performance, this study investigated the relationship between self-reported sleep quality and quantity (Stress Profile) of leaders with a concurrent evaluation of relationship skills by their manager and others (direct reports and peers) on a measure of emotional and social competence. Regression analyses indicated that leaders who reported poor quality and quantity of sleep were rated significantly lower on interpersonal effectiveness after controlling for gender and perceived work/life stress by their direct reports and peers but not by their manager. (PsycINFO Database Record (c) 2017 APA, all rights reserved)(image)



Can’t sleep, won’t sleep: Exploring leaders’ sleep patterns, problems, and attitudes.

2017-06-05

A growing amount of research has demonstrated the key role that sleep plays in both leadership effectiveness and overall organizational performance. However, less research has explored the everyday sleep habits of leaders or their beliefs about sleep. As a result, the field of consulting psychology has little knowledge regarding common sleep difficulties among leaders and organizations and the most effective ways to help. This article aims to address this issue. We surveyed 384 leaders and professionals about their sleep patterns, beliefs, attitudes, and problems across different leadership levels. Overall, we found a generally sleep-deprived population whose primary barriers to sleep have to do with work, and in particular a failure to psychologically detach from it. We also found evidence of common, yet faulty, beliefs about sleep loss, productivity, and success that run the risk of initiating and maintaining unhealthy sleep patterns. We conclude with methods and strategies to help individual leaders and organizations prevent, manage, and cope with the sleep issues uncovered in our study. (PsycINFO Database Record (c) 2017 APA, all rights reserved)(image)



Solution-focused cognitive–behavioral coaching for sustainable high performance and circumventing stress, fatigue, and burnout.

2017-06-05

The research suggests that solution-focused cognitive–behavioral (SFCB) coaching can enhance performance, reduce stress, and help build resilience. Thus, SFCB coaching may be a useful methodology for enhancing both performance and well-being while also serving as a preventative mechanism that can reduce the probability of stress-related fatigue and burnout. This article outlines the key cognitive and behavioral mechanisms of SFCB coaching and discusses their utility in this regard. Although SFCB coaching has great potential, coaches, consultants, and organizations also need a guiding framework to help orient and direct the coaching process. The “Performance/Well-Being Matrix” consists of 2 orthogonal dimensions: (a) performance (high/low) and (b) well-being (high/low); it is presented as a simple framework that can help coaches, consultants, and organizations assess individuals and organizations and help orient them toward the quadrant of high performance and high well-being—the space of sustainable high performance. This may prove to be a useful way to help address workplace stress and move toward creating sustainable high-performing and flourishing organizational cultures. (PsycINFO Database Record (c) 2017 APA, all rights reserved)(image)



Productivity loss due to mental- and physical-health decrements: Distinctions in research and practice.

2017-06-05

Corporate and public interest in the relationship between individual well-being and organizational performance has been on the rise in recent years. One topic that has received significant attention with regard to performance decrements is productivity loss that occurs either through absenteeism (i.e., a failure to attend work) or presenteeism (i.e., when employees show up to work but, due to either physical- or mental-health factors, are not able to perform at full capacity). Although researchers and practitioners acknowledge that productivity loss can result from either physical- or mental-health decrements, most research, especially research in the presenteeism context, either focuses on physical-health decrements or confounds the 2. In 2 studies we examine the potential differences in productivity loss that occur due to mental-health, as opposed physical-health, decrements. While a moderate relationship exists between them, both factors contributed uniquely to the explanation of other key well-being constructs (i.e., satisfaction with work-life balance, emotional exhaustion, work engagement, depression, life satisfaction, and turnover intentions). Productivity loss due to mental-health decrements appears to be more associated with cognitive/emotional work-related outcomes, while productivity loss due to physical-health decrements demonstrates little to no relationship with those outcomes. However, both may manifest themselves psychologically in the form of depression, which subsequently links them to other well-being outcomes. (PsycINFO Database Record (c) 2017 APA, all rights reserved)(image)



Workplace fatigue is a systems problem.

2017-06-05

Workplace fatigue is traditionally treated almost exclusively as an individual issue, and it certainly is the case that individual differences lead some individuals to experience fatigue and, ultimately, to burn out more than others. Yet not enough attention has been paid to factors arising from work design and organizational strategy. This article addresses that deficit by taking a systems view of fatigue, including diagnostics around job design and organization design. The conclusion is that much greater attention needs to be paid to organizational factors beyond the individual’s control that promote fatigue. Because organizational factors cause at least part of the problem, solutions must incorporate organizational strategy and work design. (PsycINFO Database Record (c) 2017 APA, all rights reserved)(image)



Finding solutions to the problem of burnout.

2017-06-05

Whenever the topic of job burnout gets raised, the key question is often “What can we do about it?” Although many different ideas have been proposed about how to deal with burnout, few of them have ever been implemented or evaluated systematically. Furthermore, there is a bias toward fixing people, rather than fixing the job situation. However, current research has argued that newer models of job–person fit will lead to better definitions of healthy workplaces and to better strategies of social-change processes. (PsycINFO Database Record (c) 2017 APA, all rights reserved)(image)