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Papers by Bharati Belwalkar
Educational measurement, May 20, 2024
Personnel Psychology
Before I begin my review, it might help you understand my perspective in reviewing this book. I t... more Before I begin my review, it might help you understand my perspective in reviewing this book. I took a practitioner's view of this book, evaluating it from the point of view of an organizational psychologist who works extensively in leadership development. This book was of particular interest to me as a practitioner as much of my professional work is in the realms of both mentoring and coaching. First, I provide mentoring training and consulting for clients across industries, and have trained over 10,000 mentors and protégés in corporate mentoring programs since 2001. My perspective is informed by my book on mentoring, The Mentor's Way: Eight Rules for Bringing Out the Best in Others (Nemanick, 2017). Second, I provide executive coaching to leaders for organizations ranging in sizes from 40-person startups to Fortune 500 companies. I have coached hundreds of executives following a behavioral coaching model (which is covered in Chapter 16 of this book). I looked to expand my thinking in these domains when reading and reviewing this book. It is surprising in the age of vast, depersonalized social networks (ask yourself, how many of your Twitter, LinkedIn, or Instagram connections do you actually know personally) that two of the most popular means of developing employees are highly personal: mentoring and coaching. The International Coach Federation (2012, 2016), for instance, documented an increase in estimated global revenue from coaching-from 1.98billionin2012to1.98 billion in 2012 to 1.98billionin2012to2.36 billion-in 2016 (ICF Global Coaching Studies). Deloitte (2016) survey of millennials found that "Those intending to stay with their organization for more than five years are twice as likely to have a mentor (68 percent) than not (32 percent)" (p. 18). In terms of employee and leader development, the push for new, impersonal delivery of content via online learning systems and MOOCs (massive open online courses) is coinciding with the need for the tailored development and one-onone connections that are at the heart of developmental relationships that mentors and coaches provide. Mentoring and coaching share a common theme of placing the needs of the protégé or coaching client first. Mentors and coaches work to understand the perspectives and goals of their partners and focus their energy on helping their partners improve. Mentoring and coaching are also built on the power of the helping relationship, adapted in the coaching realm from psychotherapy as the "working alliance" (Horvath, 2005). In fact, much research has been dedicated to exploring the effects the working alliance has on coaching outcomes (e.g., Baron & Morin, 2009; Baron, Morin, & Morin, 2011). The combination of individualized focus and personal connection is what binds these two domains of practice and study together and is the source of their power as developmental tools.
Personnel Psychology, 2021
Personnel Psychology, 2018
This edited book written by several experts in the field contains a collection of chapters reflec... more This edited book written by several experts in the field contains a collection of chapters reflecting the current scholarship on the topic of flow at work. Flow at work is a brief subjective experience of intense engagement in an activity that occurs when the challenge of a task balances optimally with a worker's capabilities. In flow, workers are so engrossed in their labor that they often lose a sense of time on task. Usually, they describe the experience as satisfying. One could summarize flow as the personal experience that accompanies pure intrinsic motivation. I enjoyed reading this book and the insights it presented about flow within the context of work. In sum, I believe that the book does an excellent job of presenting current scholarly thought and empirical evaluation conducted thus far on flow at work. Clearly, the research the authors present has sold them on the importance of encouraging work designs that stimulate flow experiences at work. They temper their conclusions, however, by their frank recognition of important issues regarding flow that researchers need to examine more fully. For example, throughout the book, authors acknowledge that measurement methods pertaining to flow are not ironclad and that descriptive models of the flow process are still in progress. The initial chapter of the book does an excellent job of providing an overview of the concept of flow and sketches out the content of the rest of the volume. In it, the authors briefly describe flow and then delineate some of the recognized causes, processes, and consequences of flow within the context of work. The other chapters in the book expand upon the structure of Chapter 1, and the book ends with a thought-provoking chapter, coauthored by flow pioneer Mihaly Csikszentmihalyi, which speculates on both the future of work and the role that efforts to enhance flow might play in it. A main contention of this book is that flow is an important state to achieve at work, at least occasionally, because it indicates sound work design that has taken seriously the current thinking about work motivation, worker well-being, and organizational effectiveness. The authors offer plausible rationales and empirical evidence that describe how flow at work at the individual and group levels produces healthy work environments that benefit the whole organization. Much of the book positions flow at work solidly and optimistically in the literature of positive organizational behavior. Although the authors put the advantages of creating conditions to produce flow at work to the forefront, they also quite adequately acknowledge the potential "dark side" of flow throughout the book. For example, in the conclusion section of Chapter 8, the authors note, "No matter how motivated and supported they might be, workers would risk extinction if they were in flow at all times" (p. 135). Throughout the book, the authors explicitly recognize the possible counterproductive downsides of excessive flow at work. A few examples include the potential for exhaustion and lower job performance, workers losing sight of deadlines and not being able to maintain optimal self-regulation, and workers losing a sense of being team players. The book describes research on flow at work that will be of primary interest to academics. For example, I found Chapter 5, which demonstrates how flow at work might be the product of nonlinear dynamic forces requiring special methods of analysis, to be very interesting. Although I found the "nonergodic processes" creating flow that the chapter elaborated upon to be intriguing, I also found it difficult to envision how work practitioners might intervene to create reliably the flow that these processes would dictate. Although applying the latest scholarship about flow might be challenging, the book does not shy away from discussing interventions to produce flow at work.
Journal of Personality Assessment, 2018
Although proactive personality (Bateman & Crant, 1993), as a relatively stable disposition to bri... more Although proactive personality (Bateman & Crant, 1993), as a relatively stable disposition to bring about change in one's environment, is a central construct in the management and organizational behavior literature, questions have arisen about its definition and structure. To answer these questions, we present a tripartite model of proactive personality consisting of 3 dimensions: perception (i.e., perceiving opportunities for change), implementation (i.e., planning and executing change), and perseverance (i.e., persisting until the change is realized). Exploratory factor analysis informed the construction of a 14-item scale, and confirmatory factor analyses supported the validity of the scale. The new scale demonstrated satisfactory reliability and accounted for significant variance in task performance above that of original proactive personality, personal initiative, conscientiousness, and social desirability. Tripartite proactive personality might provide a more nuanced view of dispositional proactivity and greater predictive power than the original unidimensional proactive personality.
Journal of Psychology Research, 2016
Proactive personality is defined as a dispositional tendency to bring about changes in one's envi... more Proactive personality is defined as a dispositional tendency to bring about changes in one's environment. A number of researchers have concluded that proactive personality is an important dispositional construct and that it is distinct from other personality constructs, such as those included in the Big Five (
The construct of proactive personality (Bateman & Crant, 1993) has been studied for several d... more The construct of proactive personality (Bateman & Crant, 1993) has been studied for several decades because of its relevance to various organizational and individual outcomes (Fuller & Marler, 2009; Thomas, Whitman, & Viswesvaran, 2010; Tornau & Frese, 2012; and others). However, as research findings accumulated, some questions have arisen about the definition and structure of proactive personality and about its relationship with outcome variables, other dispositional constructs, and with similar proactivity related constructs (Bindl & Parker, 2010; Grant & Ashford, 2008; Parker & Collins, 2010). Proactive personality was originally conceptualized by Bateman and Crant (1993) as a unidimensional construct and was defined as a stable behavioral tendency to bring about change. This dissertation research proposed and tested a new model of proactive personality that may integrate and explain disparate findings from past research. After a preliminary investigation built a case for multidimensionality, a tripartite model of proactive personality was conceptualized and tested in Study 1. As a result, a new reliable 14-item tripartite Proactive Personality Scale was developed based on factor analytic findings. In Study 2, the new scale was validated; the tripartite Proactive Personality Scale and its subscales were found to have acceptable criterion and construct (i.e., convergent and discriminant) validity. Based on the findings, the author of this dissertation proposes that the tripartite Proactive Personality Scale be considered as an alternative to the original Proactive Personality Scale (Bateman & Crant, 1993) when assessing dispositional proactivity because it offers prediction with high granularity. The tripartite Proactive Personality Scale promises to provide both a more analytic and a more comprehensive conceptual and measurement model for dispositional proactivity
Educational measurement, May 20, 2024
Personnel Psychology
Before I begin my review, it might help you understand my perspective in reviewing this book. I t... more Before I begin my review, it might help you understand my perspective in reviewing this book. I took a practitioner's view of this book, evaluating it from the point of view of an organizational psychologist who works extensively in leadership development. This book was of particular interest to me as a practitioner as much of my professional work is in the realms of both mentoring and coaching. First, I provide mentoring training and consulting for clients across industries, and have trained over 10,000 mentors and protégés in corporate mentoring programs since 2001. My perspective is informed by my book on mentoring, The Mentor's Way: Eight Rules for Bringing Out the Best in Others (Nemanick, 2017). Second, I provide executive coaching to leaders for organizations ranging in sizes from 40-person startups to Fortune 500 companies. I have coached hundreds of executives following a behavioral coaching model (which is covered in Chapter 16 of this book). I looked to expand my thinking in these domains when reading and reviewing this book. It is surprising in the age of vast, depersonalized social networks (ask yourself, how many of your Twitter, LinkedIn, or Instagram connections do you actually know personally) that two of the most popular means of developing employees are highly personal: mentoring and coaching. The International Coach Federation (2012, 2016), for instance, documented an increase in estimated global revenue from coaching-from 1.98billionin2012to1.98 billion in 2012 to 1.98billionin2012to2.36 billion-in 2016 (ICF Global Coaching Studies). Deloitte (2016) survey of millennials found that "Those intending to stay with their organization for more than five years are twice as likely to have a mentor (68 percent) than not (32 percent)" (p. 18). In terms of employee and leader development, the push for new, impersonal delivery of content via online learning systems and MOOCs (massive open online courses) is coinciding with the need for the tailored development and one-onone connections that are at the heart of developmental relationships that mentors and coaches provide. Mentoring and coaching share a common theme of placing the needs of the protégé or coaching client first. Mentors and coaches work to understand the perspectives and goals of their partners and focus their energy on helping their partners improve. Mentoring and coaching are also built on the power of the helping relationship, adapted in the coaching realm from psychotherapy as the "working alliance" (Horvath, 2005). In fact, much research has been dedicated to exploring the effects the working alliance has on coaching outcomes (e.g., Baron & Morin, 2009; Baron, Morin, & Morin, 2011). The combination of individualized focus and personal connection is what binds these two domains of practice and study together and is the source of their power as developmental tools.
Personnel Psychology, 2021
Personnel Psychology, 2018
This edited book written by several experts in the field contains a collection of chapters reflec... more This edited book written by several experts in the field contains a collection of chapters reflecting the current scholarship on the topic of flow at work. Flow at work is a brief subjective experience of intense engagement in an activity that occurs when the challenge of a task balances optimally with a worker's capabilities. In flow, workers are so engrossed in their labor that they often lose a sense of time on task. Usually, they describe the experience as satisfying. One could summarize flow as the personal experience that accompanies pure intrinsic motivation. I enjoyed reading this book and the insights it presented about flow within the context of work. In sum, I believe that the book does an excellent job of presenting current scholarly thought and empirical evaluation conducted thus far on flow at work. Clearly, the research the authors present has sold them on the importance of encouraging work designs that stimulate flow experiences at work. They temper their conclusions, however, by their frank recognition of important issues regarding flow that researchers need to examine more fully. For example, throughout the book, authors acknowledge that measurement methods pertaining to flow are not ironclad and that descriptive models of the flow process are still in progress. The initial chapter of the book does an excellent job of providing an overview of the concept of flow and sketches out the content of the rest of the volume. In it, the authors briefly describe flow and then delineate some of the recognized causes, processes, and consequences of flow within the context of work. The other chapters in the book expand upon the structure of Chapter 1, and the book ends with a thought-provoking chapter, coauthored by flow pioneer Mihaly Csikszentmihalyi, which speculates on both the future of work and the role that efforts to enhance flow might play in it. A main contention of this book is that flow is an important state to achieve at work, at least occasionally, because it indicates sound work design that has taken seriously the current thinking about work motivation, worker well-being, and organizational effectiveness. The authors offer plausible rationales and empirical evidence that describe how flow at work at the individual and group levels produces healthy work environments that benefit the whole organization. Much of the book positions flow at work solidly and optimistically in the literature of positive organizational behavior. Although the authors put the advantages of creating conditions to produce flow at work to the forefront, they also quite adequately acknowledge the potential "dark side" of flow throughout the book. For example, in the conclusion section of Chapter 8, the authors note, "No matter how motivated and supported they might be, workers would risk extinction if they were in flow at all times" (p. 135). Throughout the book, the authors explicitly recognize the possible counterproductive downsides of excessive flow at work. A few examples include the potential for exhaustion and lower job performance, workers losing sight of deadlines and not being able to maintain optimal self-regulation, and workers losing a sense of being team players. The book describes research on flow at work that will be of primary interest to academics. For example, I found Chapter 5, which demonstrates how flow at work might be the product of nonlinear dynamic forces requiring special methods of analysis, to be very interesting. Although I found the "nonergodic processes" creating flow that the chapter elaborated upon to be intriguing, I also found it difficult to envision how work practitioners might intervene to create reliably the flow that these processes would dictate. Although applying the latest scholarship about flow might be challenging, the book does not shy away from discussing interventions to produce flow at work.
Journal of Personality Assessment, 2018
Although proactive personality (Bateman & Crant, 1993), as a relatively stable disposition to bri... more Although proactive personality (Bateman & Crant, 1993), as a relatively stable disposition to bring about change in one's environment, is a central construct in the management and organizational behavior literature, questions have arisen about its definition and structure. To answer these questions, we present a tripartite model of proactive personality consisting of 3 dimensions: perception (i.e., perceiving opportunities for change), implementation (i.e., planning and executing change), and perseverance (i.e., persisting until the change is realized). Exploratory factor analysis informed the construction of a 14-item scale, and confirmatory factor analyses supported the validity of the scale. The new scale demonstrated satisfactory reliability and accounted for significant variance in task performance above that of original proactive personality, personal initiative, conscientiousness, and social desirability. Tripartite proactive personality might provide a more nuanced view of dispositional proactivity and greater predictive power than the original unidimensional proactive personality.
Journal of Psychology Research, 2016
Proactive personality is defined as a dispositional tendency to bring about changes in one's envi... more Proactive personality is defined as a dispositional tendency to bring about changes in one's environment. A number of researchers have concluded that proactive personality is an important dispositional construct and that it is distinct from other personality constructs, such as those included in the Big Five (
The construct of proactive personality (Bateman & Crant, 1993) has been studied for several d... more The construct of proactive personality (Bateman & Crant, 1993) has been studied for several decades because of its relevance to various organizational and individual outcomes (Fuller & Marler, 2009; Thomas, Whitman, & Viswesvaran, 2010; Tornau & Frese, 2012; and others). However, as research findings accumulated, some questions have arisen about the definition and structure of proactive personality and about its relationship with outcome variables, other dispositional constructs, and with similar proactivity related constructs (Bindl & Parker, 2010; Grant & Ashford, 2008; Parker & Collins, 2010). Proactive personality was originally conceptualized by Bateman and Crant (1993) as a unidimensional construct and was defined as a stable behavioral tendency to bring about change. This dissertation research proposed and tested a new model of proactive personality that may integrate and explain disparate findings from past research. After a preliminary investigation built a case for multidimensionality, a tripartite model of proactive personality was conceptualized and tested in Study 1. As a result, a new reliable 14-item tripartite Proactive Personality Scale was developed based on factor analytic findings. In Study 2, the new scale was validated; the tripartite Proactive Personality Scale and its subscales were found to have acceptable criterion and construct (i.e., convergent and discriminant) validity. Based on the findings, the author of this dissertation proposes that the tripartite Proactive Personality Scale be considered as an alternative to the original Proactive Personality Scale (Bateman & Crant, 1993) when assessing dispositional proactivity because it offers prediction with high granularity. The tripartite Proactive Personality Scale promises to provide both a more analytic and a more comprehensive conceptual and measurement model for dispositional proactivity