Social Psychology
Essays

During the 1950's, the Health Belief model (HBM) was developed from the field of social psychology. The theoretical framework offers an explanation of why individuals are motivated to participate in preventive health behaviors. The model has five perception constructs of susceptibility, severity, benefits, barriers, and cues to action. In this setting the HBM predicts what prevention behaviors diabetic patients will engage in to avoid foot pathology and ultimately amputation. Current research indicates that the Health Belief Model (HBM) is the most common model used to study health- related behaviors. According to Ganz, Rimer, and Lewis (2002) an assumption of this model indicates people are more inclined to demonstrate disease prevention activities when they perceive (a) an increased susceptibility to the illness; (b) the illness is severe; (c) the actions are valuable; (d) the behavior has few obstacles; and (e) are prompted to execute the actions.

The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.

Advisory for Fast Food Business and Takeaway

Organ transplant is an area of medical treatment that has the capacity to save lives, but there is a significant set of challenges which prevent transplant from being employed as early and often as desired.

The movie Boys Don't Cry is a premium example of how movies demonstrate social psychological phenomena. This should come as no surprise because the movie takes its material from the real life story of Brandon Teena, a…

Change may be difficult for a company, but necessary if the company is to survive. This is not only in the case of mergers and acquisitions, but also in regards to organizational change in general.

The work of Solomon, Mikulincer and Avitzur (1988) entitled: "Coping, Locus of Control, Social Support and Combat-Related Posttraumatic Stress Disorder: A Prospective Study" states that participation puts soldiers…

This is a personal reflection about the expectations I had about the field of psychology prior to taking General Psychology I and II. Before taking General Psychology I and II in college, I had no formal understanding of what psychology meant, or what the field encompassed. I learned about memory, personality, learning, psychological disorders, motivation, gender and human sexuality, and more. Of the topics covered, I was most intrigued by personality disorders, OCD, phobias, and how to diagnose and treat them. My expectations were practically zero before starting the course, and I now appreciate the depth of the psychology field.

This work in writing conducts a critical evaluation of HRM Organizational Behavior Theories Frameworks that link performance. Defining and measuring the effectiveness and performance of workers is a specific part of the HRM manager's work. The question presenting is one that asks how the skills, behaviors and attitudes that are needed by workers to successfully and effectively perform their roles is defined. One way of measuring this is linking the performance of individuals to the organizational goals. This is generally accomplished through use of competencies which are described as "the integrated knowledge, skills, judgment, and attributes that people need to perform a job effectively. By having a defined set of competencies for each role in the business, it shows workers the kinds of behaviors the organizational values…" (MindTools, 2011)

Statistical Assessment of Capital Punishment in the United States