- > The term within-group agreement refers to the degree to which rat ings from individuals are interchangeable; that is, agreement re flects the degree to which raters provide essentially the same rating (Kozlowski & Hattrup, 1992; Tinsley & Weiss, 1975).
All Highlights
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- > Figure 3 captures this process: Serendipity emerges when in a given situation, a serendipity trigger is being spotted (Busch, 2020; Busch and Grimes, 2023); individuals act on this trigger, for example, by relating an unexpected observation to an organizationâs goal or identity (as- sociation; c.f., Cunha et al., 2010; de Rond, 2014; also see Thomas et al., 1993; Weick, 1995). All potential associations (âconnections between dotsâ) that are theoretically possible form a latent space of possibility (potentiality). To lead to a valuable outcome in an organizational context, latent value needs to be realized (Busch and Barkema, 2022a). Thus, the potential infiniteness of possibilities âcollapsesâ into a concrete materialization, which in itself opens up new (infinite) latent possibilities (potentiality).
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- > To answer this question, I embarked on a systematic literature review and screened the 50 journals that are broadly regarded as the leading journals in management for the search term âserendipityâ. I then âsnowballedâ (Flick, 2009) to integrate seminal works from other sources. Based on a systematic screening of the literature, I synthesized the managerially relevant research on serendipity, and developed a multi-level theory of (cul- tivating) serendipity that captures how, why, and when serendipity can emerge and be facilitated in the organizational context. Great explanation of how the author went from research question to method (systematic literature review) through to synthesis.
Page 3 - > I integrated event-based theorizing, sensemaking, and quantum-based approaches to management to develop a multi-level conceptualization of cultivating serendipity that captures how, why, and when serendipity evolves in the or- ganizational context. I define cultivating serendipity as âfacilitating an interplay between unplanned events, individual effort, and organizational enablers and constraints that al- lows for surprising and valuable discoveries to emergeâ.
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- > First, we offer a framework of leader character that provides rigor through a three-phase, multi-method approach involving 1817 leaders, and relevance by using an engaged scholarship epistemology to validate the framework with practicing leaders. This framework highlights the theoretical underpinnings of the leader character model and articulates the character dimensions and elements that operate in concert to promote effective leadership. Second, we bring leader character into mainstream management research, extending the traditional competency and interpersonal focus on leadership to embrace the foundational component of leader character. In doing this, we articulate how leader character complements and strengthens several existing theories of leadership. Third, we extend the virtues-based approach to ethical decision making to the broader domain of judgement and decision making in support of pursuing individual and organization effectiveness. Finally, we offer promising directions for future research on leader character that will also serve the larger domain of leadership research
Page 2 - > continues to exist a significant gap between the scholarly account of character and the understanding, legitimacy and application of character to leadership in the practice of governance and management.
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- > This isnât to say that time blocking is a perfect solution, however. In fact, there are a lot of reasons why you wouldnât want to block out your daily schedule: It takes a lot of time and effort. Scheduling each minute of your day means… scheduling every minute of your day. Itâs a much more labor-intensive system than just writing out the 4 or 5 tasks you need to complete. **Few of us (if any) have the same schedule every day. **Time blocking is _much _easier when you have a clear set of tasks. However, most of us need to constantly adapt to requests and demands.
Page 4 - > **Weâre bad at estimating how long tasks will take to do. **We all have a tendency to be overoptimistic with how much we can get done in a day (psychologists call this the Planning Fallacy). It can be disheartening (and stressful) when you feel like youâre constantly behind your schedule. Constant interruptions and âurgentâ tasks can destroy your system. Relying on upfront planning means that when one thing goes wrong, the whole system breaks down. Flexibility is key in most workplaces. You canât tell your boss that you wonât be able to get that urgent fix out today because itâs not on your calendar. A strict schedule like this doesnât always jive with the demands of your workplace. You can lose sight of the bigger picture. Focusing just on each day can sometimes make it harder to think about making progress on your long-term goals.
Page 12 - > Place buffers in between tasks. We all have whatâs called âAttention residueâ after completing a task that can take anywhere from 10â15 minutes to get over. If you assume you can switch gears on the spot, youâre going to end up frustrated and behind schedule.
Page 12 - > Schedule your breaks (not just lunch). Weâre not machines. Make sure you set aside time throughout the day for a quick stretch or walk to give your brain (and your eyes) a rest
Page 13 - > Put in time for downtime, relaxation, and learning. The most productive people pair work with rest. Give yourself the time you need to relax, let loose, and even learn new skills. You donât have to be 100% productive 100% of the time.
Page 13 - > Set an âoverflow dayâ to stop you from feeling overwhelmed. If youâre constantly falling behind on tasks, youâll want to set aside an overflow day dedicated to getting caught up
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- > Be objective â Imagine youâre a consultant whoâs been hired to assess a week in your life. Try your best to take an unbiased look at your week and lean on objective measures of your performance for the week (i.e. âtasks completedâ, âhours sleptâ, and âwords writtenâ). Taking an honest look at your successes and shortcomings will help you plan better for the future and optimize each week.
Page 12 - > Be comprehensive but e`cient in your approach.
This is a paradox