Motivation
E. H. Butler Library
Leadership Series
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ARTICLES
Cherniss, C. (1998). Social and emotional learning for leaders. Educational Leadership, 55 (7), 26 (3 pages). EA, PR
Emotional intelligence is an important component of effective educational leadership. Research shows that emotional intelligence consists of personal and social competencies such as self-confidence, the ability to manage stress and persuasiveness. School leaders with high emotional intelligence are also known to display motivation, persistence, self-awareness, self-control and the ability to build consensus and cultivate mutually satisfying relationships.Goleman, D. (1998). Guidelines for best practice. Training & Development, 52 (10), 28 (4 pages). EA, PR
Guidelines for employee trainers on how to improve trainees' emotional intelligence are presented. Before training, trainers should first determine organizational need, appraise personal strengths and limits, inform individuals about their strengths and weaknesses, allow them to decide if they want to participate in the training, encourage them to participate. Trainers should also encourage transfer and maintenance of change by encouraging trainees to use the skills on the job, creating a conducive culture and eradicating barriers. They should evaluate whether competencies were learned.Neck, C. P. & Barnard, A. W. H. (1996). Managing your mind: What are you telling yourself? Educational Leadership, 53 (6), 24 (3 pages). EA, PR
The management of thought process is an integral part of enhancing work performance. Inner leadership calls for sustained functional patterns of thinking. This type of thinking pattern sees opportunities instead of obstacles and focuses constructive ways of dealing with situations.Nelson, B. (1998, November). Motivating workers worldwide. Workforce. EA, PR
Global human resources (HR) managers should learn how to formulate a recognition program that can motivate employees from different cultures. A culturally sensitive recognition plan, which addresses cultural attitudes and business practices of local operations, can help a multinational boost productivity and job satisfaction. HR managers should keep in mind that American business practices are not always the best in other countries.BOOKS
Gellerman, S. W. (1992). Motivation in the real world: The art of getting extra effort from everyone-including yourself. New York: Dutton.
HF 5549.5 .M63 G455 1992Gillet, R. (1992). Change your mind, change your world. New York: Simon & Schuster.
BF 323 .E8 G55 1992Jaffe, D. T. (1994). Rekindling commitment: How to revitalize yourself, your work, and your organization. San Francisco: Jossey-Bass.
HD58.8 .J34 1994Kolbe, K. (1993). Pure instinct: Business’ untapped resource. New York: Times Books, Random House.
HD53 .K65 1993Lawler, E. E. (1994). Motivation in work organizations. San Francisco: Jossey-Bass.
HF5548.8 L2973 1994McCombes, B. I. (1997). The learner-centered classroom and school: Strategies for increasing student motivation and achievement. San Francisco: Jossey-Bass.
LB1027 .M224 1997Mullen, J. X. (1995). The simple art of greatness: Building, managing, and motivating a kick-ass workforce. New York: Viking.
HF5549.5 .M63 M85 1995Rodgers, F. G. (1987). Getting the best out of yourself and others. New York: Harper & Row.
HF5549.5 M63 1987Wlodkowski, R. J. (1999). Enhancing adult motivation to learn: a comprehensive guide for teaching all adults. San Francisco: Jossey-Bass.
LC5219 W53 1999
B. Barone
Buffalo State College (SUNY)
Leadership Education
& Development Center
Buffalo
State College, State University of New York
E-Mail:
frederjs@buffalostate.edu