Factors that prevent or assist the integration of assistive technology into the workplace for people with spinal cord injuries: Perspectives of the users and their employers and co-workers

Examined the barriers faced by people with Spinal Cord Injuries (SCI) when integrating their Assistive Technology (AT) into the workplace, as well as factors that contribute to successful integration. In-depth interviews were taken with 5 men (aged 37-50 yrs) with SCI, 3 of their employers and 2 co-workers. Results indicate that in addition to the barriers previously outlined in the literature related to funding the technology, time delays, information availability, training and maintenance, other issues were highlighted. Implications for service providers are considered in relation to these barriers and the factors that prompted successful integration. The author discusses limitations of the study and makes recommendations for future research. (PsycINFO Database Record (c) 2007 APA, all rights reserved)

Transformational leadership, corporate cultism and the spirituality paradigm: An unholy trinity in the workplace?

Leadership is a perennially popular topic in the academic and practitioner literature on management. In particular, the past twenty years have witnessed an explosive growth of interest in what has been termed 'transformational leadership' (henceforth, TL). The theory is closely linked to the growth in what has been defined as corporate culturism - an emphasis on the importance of cohereat cultures, as a means of securing competitive advantage. This article outlines the central components of TL theory, and subjects the concept to a critical analysis. In particular, similarities are identified between the components concerned and the characteristics of leadership practice in organizations generally defined as cults. This connection has been previously unremarked in the literature. These similarities are comprehensively reviewed. Trends towards what can be defined as corporate cultism in modem management practice are also discussed. We conclude that TL models are overly concerned with the achievement of corporate cohesion to the detriment of internal dissent Such dissent is a vital ingredient of effective decision-making. It is suggested that more inclusive and participatory models of the leadership process are required.

Emotion in the workplace: The new challenge for managers

Emotions in workplace settings and emotional intelligence are hot topics in management today. Leading business journals such as Fortune and Harvard Business Review have featured articles on emotional intelligence. But there is more to emotions in the workplace than just emotional intelligence. The aim of this article is to acquaint managers with intriguing new research that examines both emotional intelligence and the broader issue of emotion, which has been shown to play a powerful role in workplace settings. We show that this research has a strong potential for practical application in organizations within many broad human-resource functions such as selection, performance management, and training, as well as implications for more narrow domains like customer service. We conclude that the study of emotions in organizational settings has provided new and important insights into the way in which people in organizations behave, and we offer advice for managers to enable them to develop and to maintain a positive emotional climate in their organizations.