Matthew Cole | Lawrence Technological University (original) (raw)
Papers by Matthew Cole
Frontiers in Psychology
Strengths use is an essential personal resource to consider when designing higher-educational pro... more Strengths use is an essential personal resource to consider when designing higher-educational programs and interventions. Strengths use is associated with positive outcomes for both the student (e.g., study engagement) and the university (e.g., academic throughput/performance). The Strengths Use Scale (SUS) has become a popular psychometric instrument to measure strengths use in educational settings, yet its use has been subjected to limited psychometric scrutiny outside of the U.S. Further, its longitudinal stability has not yet been established. Given the wide use of this instrument, the goals of this study were to investigate (a) longitudinal factorial validity and the internal consistency of the scale, (b) its equivalence over time, and (c) criterion validity through its relationship with study engagement over time. Data were gathered at two-time points, 3 months apart, from a sample of students in the Netherlands (n = 360). Longitudinal confirmatory factor analyses showed suppo...
Theoretical Approaches to Multi-Cultural Positive Psychological Interventions
Today’s challenging global business and economic environment makes it necessary to develop strate... more Today’s challenging global business and economic environment makes it necessary to develop strategic thinkers who perform well together and deliver results. Traditional ways of thinking about strategy may limit one’s ability to effectively address and adapt to the ever-changing conditions and turbulent environment in which organizations operate. A McKinsey Quarterly study of 1300 global executives found that the highest performing organizations had a clear purpose, an understanding of strengths, shared aspirations, and leaders who knew how to unleash opportunities with a result-driven process. This chapter introduces SOAR (Strengths, Opportunities, Aspirations, and Results), an evidenced-based framework that is a profoundly positive approach to strategic thinking, planning, and leading used by hundreds of international organizations to build strategic capacity at the individual, team, and the organization level. SOAR’s operating system is Appreciative Inquiry, one of the most effective and widely used approaches for fostering positive change. SOAR creates a reservoir of positive energy to frame issues from a solution-oriented perspective that is generative and focused on strengths, new ideas, innovations and the best in people to emerge. SOAR begins with a strategic dialogue among all stakeholders in a team or organization into what is working well (strengths), what are possibilities for growth (opportunities), what are individual and shared desires (aspirations), and what are measures of success (results). In this chapter, the convergence of research and practice on SOAR is discussed. Next, results are presented of empirical research on SOAR’s role in building positive strategic capacity via the SOAR profile, a rapid assessment instrument used by individuals and teams to create a baseline understanding of one’s natural ability to think, plan, and lead strategically from a SOAR-based perspective. The chapter concludes with a discussion of SOAR’s role in promoting an inclusive environment that facilitates performance among multicultural teams and organizations in which SOAR-based strategy is a dynamic and generative process that focuses on strengths, whole system solutions, and stakeholder inclusion while building positive psychological capital.
Frontiers in Psychology
Strengths, Opportunities, Aspirations, and Results (SOAR) is a strengths-based framework for stra... more Strengths, Opportunities, Aspirations, and Results (SOAR) is a strengths-based framework for strategic thinking, planning, conversations, and leading that focuses on strengths, opportunities, aspirations, and results. The SOAR framework leverages and integrates Appreciative Inquiry (AI) to create a transformation process through generative questions and positive framing. While SOAR has been used by practitioners since 2000 as a framework for generating positive organizational change, its use in empirical research has been limited by the absence of reliable and valid measures. We report on the reliability, construct validity, and measurement invariance of the SOAR Scale, a 12-item self-report survey organized into four first-order factors (Strengths, Opportunities, Aspirations, and Results). Data from a sample of 285 U.S. professionals were analyzed in Mplus using confirmatory factor analysis and exploratory structural equation modeling. The Four-Factor first-order exploratory struct...
AI Practitioner, 2018
This article examines survey data on leadership from university students and alumni to characteri... more This article examines survey data on leadership from university students and alumni to characterize effective leadership using Appreciative Inquiry and SOAR. We define learning leaders as leaders who use lifelong learning, dialogue and collaborative communication to lead self and others through leveraging strengths, identifying opportunities and aspirations, and being results-driven and present recommendations for how to be a learning leader. T he purpose of this article is to consider an effective leader as an individual who is a learning leader. The article examines the phenomena of leaders as learning leaders. We see learning leaders as curious about leading their own lives and leading others by focusing on positive imagery and possibilities. Learning leaders use dialogue and a collaborative communication style to lead others, through leveraging strengths, identifying opportunities and aspirations of self and others, and being results-driven (SOAR 1-based possibilities). This article presents results of a study on leadership in over 300 students and over 300 alumni from Lawrence Technological University (LTU) in Southfield, Michigan. Our study was designed to learn about respondents' perceptions of fifteen dimensions of effective leadership organized in three areas: lifelong learning, Appreciative Inquiry (AI) and SOAR. Study results found that students and alumni perceive an effective leader to be a person who is focused on lifelong learning, one who embraces leadership from the foundation of AI and its five core principles (Constructionist, Simultaneity, Poetic, Anticipatory and Positive),
Authentic leadership encompasses four dimensions crucial for the success of leadership: self-awar... more Authentic leadership encompasses four dimensions crucial for the success of leadership: self-awareness, relational transparency, balanced processing and internalised moral perspective. In the context of Business Coaching, authentic leadership is a crucial factor in the coach-client relationship in which the leader demonstrates to others a genuine and honest desire to understand their leadership in order to serve others more effectively. The current study investigated the relationship between leadership style and coaching effectiveness among 96 business coaches from the Professional Business Coaches Alliance (PBCA). Study results indicate authentic leadership and its constitutive factor self-awareness were significantly related to coaching effectiveness. Coaching organisations, franchises and alliances, may benefit from this research if they wish to leverage higher levels of authentic leadership and self-awareness when developing selection, assessment, training and measurement systems.
Organization Development Journal, 2014
Michael J. Glovis, DBA, is a Program Manager with SAP America, Inc. His professional career is hi... more Michael J. Glovis, DBA, is a Program Manager with SAP America, Inc. His professional career is highlighted by the successful delivery of numerous complex system integration projects for major international corporations. During several project implementations, he observed successful teams display a phenomenon called flow. This observation formed the basis for his doctoral research. He earned his DBA from Lawrence Technological University and his MBA and BS from the University of Detroit. He is PMP and TOGAF certified and holds a Six Sigma 2nd degree Black Belt.
Journal of STEM Education: Innovations and Research, 2014
AbstractRobotics competitions for K-12 students are popular, but are students really learning and... more AbstractRobotics competitions for K-12 students are popular, but are students really learning and improving their Science, Technology, Engineering, and Mathematics (STEM) scores through robotics competitions? If they are, how much more effective is learning through competitions than traditional classes? What is the best robotics competition model to maximize students' STEM learning? One robotics competition designed to promote the use of math and science is Robofest. Robofest is an autonomous robotics competition with some unique features for STEM education. An example is that students need to solve unknown problems on the day of the competition. The Robofest competition requires the use of mathematics and sensors which discourages dead reckoning. Results from 5th-12th graders who completed a STEM assessment before and after the Robofest competitions found students in the Robofest group showed improvement and achieved higher scores in math and science after the competition. Thes...
The aim of this chapter is to provide a theoretical overview of SOAR, a strengths-based framework... more The aim of this chapter is to provide a theoretical overview of SOAR, a strengths-based framework with a whole-system (stakeholder) approach to strategy that focuses on strengths, opportunities, aspirations, and results, and to consider implications for its use within coaching psychology research and practice. We first present the results of an empirical study in which SOAR was found to mediate the relationship between emotional intelligence (EI) and team-based collaboration among team leaders but not team members. In finding that SOAR differentially mediated the EI-collaboration relationship in team leaders rather than team members, we suggest that SOAR may help a coach create a reservoir of positivity to support new ideas, innovations, and the best in people to emerge and thrive. We discuss how a SOAR-based coaching process may facilitate a coach’s ability to promote performance enhancement through a results-oriented approach focusing on the coachee’s strengths, opportunities, and...
In order to improve collaboration at all levels of the organization, it is essential that profess... more In order to improve collaboration at all levels of the organization, it is essential that professionals acquire emotional intelligence (EI)-the ability to develop awareness and management of emotio...
Academy of Management Proceedings, 2020
Frontiers in Psychology, 2021
SAGE Open, 2018
An entrepreneurial team is a team consisting of two or more individuals who hold shares in a firm... more An entrepreneurial team is a team consisting of two or more individuals who hold shares in a firm, and who work actively on the strategic direction and decision making in the venture during the early developmental phase of the venture (Khan, Breitenecker, & Schwarz, 2014, 2015). A majority of ventures are started by entrepreneurial teams rather than individual entrepreneurs (Schjoedt, Monsen, Pearson, Barnett, & Chrisman, 2013; West, 2007). Of the roughly 40% of new ventures that fail within the first year, more than half of the failures are believed to be due to problems with the entrepreneurial team (Eisenhardt, 2013; Kaplan & Strömberg, 2004). Research suggests the way in which entrepreneurial team members collaborate with each other is important for determining successful venture outcomes (Chowdhury, 2005; Gundry, Ofstein, & Monllor, 2016; Mol, Khapova, & Elfring, 2015). This article examines how a framework for collaborative dialogue, SOAR (strengths, opportunities, aspirations, and results), mediates the relationship between emotional intelligence and team collaboration in a quantitative empirical study in a sample of U.S. professionals working in teams. Results of our research have important implications for increasing collaboration among entrepreneurial team members through emotional intelligence and open dialogue leading to successful entrepreneurial outcomes. A team approach is considered beneficial for meeting such entrepreneurial objectives as creativity, innovation, and new product development because of knowledge sharing and collaboration between team members (
2020 ASEE Virtual Annual Conference Content Access Proceedings
S. Henson's career includes working as a chemist, finishing engineer, and materials scientist. In... more S. Henson's career includes working as a chemist, finishing engineer, and materials scientist. In this respect, her expertise focused on material analysis and selection. After obtaining her Masters in Geographic Information Systems (GIS), she went on to teach GIS to civil engineering students at Lawrence Technological University. After training in entrepreneurial engineering, she began teaching Fundamentals of Engineering Design Projects. She also acted as the civil engineering capstone coordinator. She is now a project engineer working in the Entrepreneurial Engineering Design Curriculum.
Academy of Management Proceedings, 2015
In today’s global business environment virtual teams have increased rapidly worldwide due to adva... more In today’s global business environment virtual teams have increased rapidly worldwide due to advances in communication technology that facilitate communication and sharing of information among team...
Journal of Management & Organization, 2016
In today’s global business environment teams are fast becoming the norm. Collaboration is an esse... more In today’s global business environment teams are fast becoming the norm. Collaboration is an essential factor in leveraging team effectiveness, and organizations are looking for strategies to increase collaboration among their teams. In this study, we administered an eSurvey to 308 professionals working in face-to-face and virtual teams to investigate emotional intelligence and strengths, opportunities, aspirations, and results as strategies to support the collaborative process. Results found the regression of collaboration on emotional intelligence (controlling for age, ethnicity, and education) was significant (p<.01). Results also found a significant indirect effect between emotional intelligence and collaboration as mediated by strengths, opportunities, aspirations, and results (β=0.110,Z=2.444). We focus on understanding the effect of emotional intelligence on team collaboration as mediated by strengths, opportunities, aspirations, and results. Recommendations are provided f...
2015 ASEE Annual Conference and Exposition Proceedings
where he teaches courses on ethics/professionalism and water resources. Dr. Carpenter has served ... more where he teaches courses on ethics/professionalism and water resources. Dr. Carpenter has served as the University Director of Assessment and the founding Director of the Center for Teaching and Learning. He conducts funded pedagogical research and development projects, has published numerous engineering education papers, and provides faculty development workshops on effective teaching. In 2006, the Kern Family Foundation named Dr. Carpenter a Kern Fellow for Entrepreneurial Education recognizing his efforts to bring innovative team based problem solving into the engineering curriculum to promote the entrepreneurial mindset. In addition to his work on ethics and entrepreneurial skills, Dr. Carpenter is an accredited green design professional (LEED AP) and practicing professional engineer. As founding Director of the Great Lakes Stormwater Management Institute, he conducts research on water management and routinely provides professional lectures/short courses on innovative stormwater treatment design and its role in Low Impact Development implementation.
Development Policy Review
This article presents the SOAR framework’s evolution from the fields of strategy, organization de... more This article presents the SOAR framework’s evolution from the fields of strategy, organization development and change, and Appreciative Inquiry (AI) to the discipline of positive organizational scholarship (POS). The ‘positive’ in POS asks scholars and practitioners to view the world through a lens where weaknesses and threats are reframed as strengths and opportunities, and ‘organizational’ refers to positive states of organizing. The premise of POS was both necessary and essential for creating the SOAR framework so that positivity could elevate and extend the capabilities of individuals to perform, change, and transform their teams and organizations....
Neuroscience Discovery, 2014
Background: An evolutionary explanation concerning neural substrates of the self requires the abi... more Background: An evolutionary explanation concerning neural substrates of the self requires the ability by the brain to coordinate new sensory information in light of the organisms' internal states and in the context of its personal history and genetic inheritance. The aim of the present study was to demonstrate the experimental feasibility of a conception of the self as a distributed system consistent with predictions derived from evolutionary biology and neuroscience. Methods: We used a 3T fMRI to compare Self vs. Other conditions in which 90 personality and 90 non-personality trait adjectives were rated as to whether they applied to Self, Best Friend, or Bill Gates, in a blocked-design paradigm. Results: When comparing Self vs. Best Friend, we found significant activation in the dorsal posterior cingulate (BA 31), an area where the brain distinguishes egocentric and allocentric orientation, as well as in the substantia nigra and caudate nucleus, which are areas that reward successful action in the basal ganglia. We found an overlap of activation in the anterior cingulate cortex (BA 24) between the Self vs. Bill Gates and Best Friend vs. Bill Gates although the activation was greater in the former, as should be expected within an evolutionary approach. Conclusions: The present study complements other neuroimaging studies of the self while resolving contradictions and paradoxes created by more traditional conceptions of the self.
International Journal of Training and Development, 2011
New forms of organization development are moving from a classical diagnostic perspective to a dia... more New forms of organization development are moving from a classical diagnostic perspective to a dialogic perspective. This move includes a focus on exploring positive states of organizing, shared aspirations, and the design of preferred futures as key outcomes of a strategic change process. Training and development that applies the elements of the strengths, opportunities, aspirations and results (SOAR) framework allows for stakeholders to engage in a dialogue that represents the whole system, and builds trust and environmental management systems that can positively impact supplier performance. In this study, we examined the interrelationship between the SOAR framework, trust, environmental management systems, and supplier performance in respect of 71 program managers and customers from the Hass TCM Group, the largest chemical management services provider in North America. Hypothesis testing was carried out using correlation analysis, multiple linear regression, correlation analysis and Sobel's test for mediation. Our results support a combined framework in which the SOAR framework can be used to build trust and pro-environmental behaviors to train suppliers to develop collaborative relationships with customers.
Frontiers in Psychology
Strengths use is an essential personal resource to consider when designing higher-educational pro... more Strengths use is an essential personal resource to consider when designing higher-educational programs and interventions. Strengths use is associated with positive outcomes for both the student (e.g., study engagement) and the university (e.g., academic throughput/performance). The Strengths Use Scale (SUS) has become a popular psychometric instrument to measure strengths use in educational settings, yet its use has been subjected to limited psychometric scrutiny outside of the U.S. Further, its longitudinal stability has not yet been established. Given the wide use of this instrument, the goals of this study were to investigate (a) longitudinal factorial validity and the internal consistency of the scale, (b) its equivalence over time, and (c) criterion validity through its relationship with study engagement over time. Data were gathered at two-time points, 3 months apart, from a sample of students in the Netherlands (n = 360). Longitudinal confirmatory factor analyses showed suppo...
Theoretical Approaches to Multi-Cultural Positive Psychological Interventions
Today’s challenging global business and economic environment makes it necessary to develop strate... more Today’s challenging global business and economic environment makes it necessary to develop strategic thinkers who perform well together and deliver results. Traditional ways of thinking about strategy may limit one’s ability to effectively address and adapt to the ever-changing conditions and turbulent environment in which organizations operate. A McKinsey Quarterly study of 1300 global executives found that the highest performing organizations had a clear purpose, an understanding of strengths, shared aspirations, and leaders who knew how to unleash opportunities with a result-driven process. This chapter introduces SOAR (Strengths, Opportunities, Aspirations, and Results), an evidenced-based framework that is a profoundly positive approach to strategic thinking, planning, and leading used by hundreds of international organizations to build strategic capacity at the individual, team, and the organization level. SOAR’s operating system is Appreciative Inquiry, one of the most effective and widely used approaches for fostering positive change. SOAR creates a reservoir of positive energy to frame issues from a solution-oriented perspective that is generative and focused on strengths, new ideas, innovations and the best in people to emerge. SOAR begins with a strategic dialogue among all stakeholders in a team or organization into what is working well (strengths), what are possibilities for growth (opportunities), what are individual and shared desires (aspirations), and what are measures of success (results). In this chapter, the convergence of research and practice on SOAR is discussed. Next, results are presented of empirical research on SOAR’s role in building positive strategic capacity via the SOAR profile, a rapid assessment instrument used by individuals and teams to create a baseline understanding of one’s natural ability to think, plan, and lead strategically from a SOAR-based perspective. The chapter concludes with a discussion of SOAR’s role in promoting an inclusive environment that facilitates performance among multicultural teams and organizations in which SOAR-based strategy is a dynamic and generative process that focuses on strengths, whole system solutions, and stakeholder inclusion while building positive psychological capital.
Frontiers in Psychology
Strengths, Opportunities, Aspirations, and Results (SOAR) is a strengths-based framework for stra... more Strengths, Opportunities, Aspirations, and Results (SOAR) is a strengths-based framework for strategic thinking, planning, conversations, and leading that focuses on strengths, opportunities, aspirations, and results. The SOAR framework leverages and integrates Appreciative Inquiry (AI) to create a transformation process through generative questions and positive framing. While SOAR has been used by practitioners since 2000 as a framework for generating positive organizational change, its use in empirical research has been limited by the absence of reliable and valid measures. We report on the reliability, construct validity, and measurement invariance of the SOAR Scale, a 12-item self-report survey organized into four first-order factors (Strengths, Opportunities, Aspirations, and Results). Data from a sample of 285 U.S. professionals were analyzed in Mplus using confirmatory factor analysis and exploratory structural equation modeling. The Four-Factor first-order exploratory struct...
AI Practitioner, 2018
This article examines survey data on leadership from university students and alumni to characteri... more This article examines survey data on leadership from university students and alumni to characterize effective leadership using Appreciative Inquiry and SOAR. We define learning leaders as leaders who use lifelong learning, dialogue and collaborative communication to lead self and others through leveraging strengths, identifying opportunities and aspirations, and being results-driven and present recommendations for how to be a learning leader. T he purpose of this article is to consider an effective leader as an individual who is a learning leader. The article examines the phenomena of leaders as learning leaders. We see learning leaders as curious about leading their own lives and leading others by focusing on positive imagery and possibilities. Learning leaders use dialogue and a collaborative communication style to lead others, through leveraging strengths, identifying opportunities and aspirations of self and others, and being results-driven (SOAR 1-based possibilities). This article presents results of a study on leadership in over 300 students and over 300 alumni from Lawrence Technological University (LTU) in Southfield, Michigan. Our study was designed to learn about respondents' perceptions of fifteen dimensions of effective leadership organized in three areas: lifelong learning, Appreciative Inquiry (AI) and SOAR. Study results found that students and alumni perceive an effective leader to be a person who is focused on lifelong learning, one who embraces leadership from the foundation of AI and its five core principles (Constructionist, Simultaneity, Poetic, Anticipatory and Positive),
Authentic leadership encompasses four dimensions crucial for the success of leadership: self-awar... more Authentic leadership encompasses four dimensions crucial for the success of leadership: self-awareness, relational transparency, balanced processing and internalised moral perspective. In the context of Business Coaching, authentic leadership is a crucial factor in the coach-client relationship in which the leader demonstrates to others a genuine and honest desire to understand their leadership in order to serve others more effectively. The current study investigated the relationship between leadership style and coaching effectiveness among 96 business coaches from the Professional Business Coaches Alliance (PBCA). Study results indicate authentic leadership and its constitutive factor self-awareness were significantly related to coaching effectiveness. Coaching organisations, franchises and alliances, may benefit from this research if they wish to leverage higher levels of authentic leadership and self-awareness when developing selection, assessment, training and measurement systems.
Organization Development Journal, 2014
Michael J. Glovis, DBA, is a Program Manager with SAP America, Inc. His professional career is hi... more Michael J. Glovis, DBA, is a Program Manager with SAP America, Inc. His professional career is highlighted by the successful delivery of numerous complex system integration projects for major international corporations. During several project implementations, he observed successful teams display a phenomenon called flow. This observation formed the basis for his doctoral research. He earned his DBA from Lawrence Technological University and his MBA and BS from the University of Detroit. He is PMP and TOGAF certified and holds a Six Sigma 2nd degree Black Belt.
Journal of STEM Education: Innovations and Research, 2014
AbstractRobotics competitions for K-12 students are popular, but are students really learning and... more AbstractRobotics competitions for K-12 students are popular, but are students really learning and improving their Science, Technology, Engineering, and Mathematics (STEM) scores through robotics competitions? If they are, how much more effective is learning through competitions than traditional classes? What is the best robotics competition model to maximize students' STEM learning? One robotics competition designed to promote the use of math and science is Robofest. Robofest is an autonomous robotics competition with some unique features for STEM education. An example is that students need to solve unknown problems on the day of the competition. The Robofest competition requires the use of mathematics and sensors which discourages dead reckoning. Results from 5th-12th graders who completed a STEM assessment before and after the Robofest competitions found students in the Robofest group showed improvement and achieved higher scores in math and science after the competition. Thes...
The aim of this chapter is to provide a theoretical overview of SOAR, a strengths-based framework... more The aim of this chapter is to provide a theoretical overview of SOAR, a strengths-based framework with a whole-system (stakeholder) approach to strategy that focuses on strengths, opportunities, aspirations, and results, and to consider implications for its use within coaching psychology research and practice. We first present the results of an empirical study in which SOAR was found to mediate the relationship between emotional intelligence (EI) and team-based collaboration among team leaders but not team members. In finding that SOAR differentially mediated the EI-collaboration relationship in team leaders rather than team members, we suggest that SOAR may help a coach create a reservoir of positivity to support new ideas, innovations, and the best in people to emerge and thrive. We discuss how a SOAR-based coaching process may facilitate a coach’s ability to promote performance enhancement through a results-oriented approach focusing on the coachee’s strengths, opportunities, and...
In order to improve collaboration at all levels of the organization, it is essential that profess... more In order to improve collaboration at all levels of the organization, it is essential that professionals acquire emotional intelligence (EI)-the ability to develop awareness and management of emotio...
Academy of Management Proceedings, 2020
Frontiers in Psychology, 2021
SAGE Open, 2018
An entrepreneurial team is a team consisting of two or more individuals who hold shares in a firm... more An entrepreneurial team is a team consisting of two or more individuals who hold shares in a firm, and who work actively on the strategic direction and decision making in the venture during the early developmental phase of the venture (Khan, Breitenecker, & Schwarz, 2014, 2015). A majority of ventures are started by entrepreneurial teams rather than individual entrepreneurs (Schjoedt, Monsen, Pearson, Barnett, & Chrisman, 2013; West, 2007). Of the roughly 40% of new ventures that fail within the first year, more than half of the failures are believed to be due to problems with the entrepreneurial team (Eisenhardt, 2013; Kaplan & Strömberg, 2004). Research suggests the way in which entrepreneurial team members collaborate with each other is important for determining successful venture outcomes (Chowdhury, 2005; Gundry, Ofstein, & Monllor, 2016; Mol, Khapova, & Elfring, 2015). This article examines how a framework for collaborative dialogue, SOAR (strengths, opportunities, aspirations, and results), mediates the relationship between emotional intelligence and team collaboration in a quantitative empirical study in a sample of U.S. professionals working in teams. Results of our research have important implications for increasing collaboration among entrepreneurial team members through emotional intelligence and open dialogue leading to successful entrepreneurial outcomes. A team approach is considered beneficial for meeting such entrepreneurial objectives as creativity, innovation, and new product development because of knowledge sharing and collaboration between team members (
2020 ASEE Virtual Annual Conference Content Access Proceedings
S. Henson's career includes working as a chemist, finishing engineer, and materials scientist. In... more S. Henson's career includes working as a chemist, finishing engineer, and materials scientist. In this respect, her expertise focused on material analysis and selection. After obtaining her Masters in Geographic Information Systems (GIS), she went on to teach GIS to civil engineering students at Lawrence Technological University. After training in entrepreneurial engineering, she began teaching Fundamentals of Engineering Design Projects. She also acted as the civil engineering capstone coordinator. She is now a project engineer working in the Entrepreneurial Engineering Design Curriculum.
Academy of Management Proceedings, 2015
In today’s global business environment virtual teams have increased rapidly worldwide due to adva... more In today’s global business environment virtual teams have increased rapidly worldwide due to advances in communication technology that facilitate communication and sharing of information among team...
Journal of Management & Organization, 2016
In today’s global business environment teams are fast becoming the norm. Collaboration is an esse... more In today’s global business environment teams are fast becoming the norm. Collaboration is an essential factor in leveraging team effectiveness, and organizations are looking for strategies to increase collaboration among their teams. In this study, we administered an eSurvey to 308 professionals working in face-to-face and virtual teams to investigate emotional intelligence and strengths, opportunities, aspirations, and results as strategies to support the collaborative process. Results found the regression of collaboration on emotional intelligence (controlling for age, ethnicity, and education) was significant (p<.01). Results also found a significant indirect effect between emotional intelligence and collaboration as mediated by strengths, opportunities, aspirations, and results (β=0.110,Z=2.444). We focus on understanding the effect of emotional intelligence on team collaboration as mediated by strengths, opportunities, aspirations, and results. Recommendations are provided f...
2015 ASEE Annual Conference and Exposition Proceedings
where he teaches courses on ethics/professionalism and water resources. Dr. Carpenter has served ... more where he teaches courses on ethics/professionalism and water resources. Dr. Carpenter has served as the University Director of Assessment and the founding Director of the Center for Teaching and Learning. He conducts funded pedagogical research and development projects, has published numerous engineering education papers, and provides faculty development workshops on effective teaching. In 2006, the Kern Family Foundation named Dr. Carpenter a Kern Fellow for Entrepreneurial Education recognizing his efforts to bring innovative team based problem solving into the engineering curriculum to promote the entrepreneurial mindset. In addition to his work on ethics and entrepreneurial skills, Dr. Carpenter is an accredited green design professional (LEED AP) and practicing professional engineer. As founding Director of the Great Lakes Stormwater Management Institute, he conducts research on water management and routinely provides professional lectures/short courses on innovative stormwater treatment design and its role in Low Impact Development implementation.
Development Policy Review
This article presents the SOAR framework’s evolution from the fields of strategy, organization de... more This article presents the SOAR framework’s evolution from the fields of strategy, organization development and change, and Appreciative Inquiry (AI) to the discipline of positive organizational scholarship (POS). The ‘positive’ in POS asks scholars and practitioners to view the world through a lens where weaknesses and threats are reframed as strengths and opportunities, and ‘organizational’ refers to positive states of organizing. The premise of POS was both necessary and essential for creating the SOAR framework so that positivity could elevate and extend the capabilities of individuals to perform, change, and transform their teams and organizations....
Neuroscience Discovery, 2014
Background: An evolutionary explanation concerning neural substrates of the self requires the abi... more Background: An evolutionary explanation concerning neural substrates of the self requires the ability by the brain to coordinate new sensory information in light of the organisms' internal states and in the context of its personal history and genetic inheritance. The aim of the present study was to demonstrate the experimental feasibility of a conception of the self as a distributed system consistent with predictions derived from evolutionary biology and neuroscience. Methods: We used a 3T fMRI to compare Self vs. Other conditions in which 90 personality and 90 non-personality trait adjectives were rated as to whether they applied to Self, Best Friend, or Bill Gates, in a blocked-design paradigm. Results: When comparing Self vs. Best Friend, we found significant activation in the dorsal posterior cingulate (BA 31), an area where the brain distinguishes egocentric and allocentric orientation, as well as in the substantia nigra and caudate nucleus, which are areas that reward successful action in the basal ganglia. We found an overlap of activation in the anterior cingulate cortex (BA 24) between the Self vs. Bill Gates and Best Friend vs. Bill Gates although the activation was greater in the former, as should be expected within an evolutionary approach. Conclusions: The present study complements other neuroimaging studies of the self while resolving contradictions and paradoxes created by more traditional conceptions of the self.
International Journal of Training and Development, 2011
New forms of organization development are moving from a classical diagnostic perspective to a dia... more New forms of organization development are moving from a classical diagnostic perspective to a dialogic perspective. This move includes a focus on exploring positive states of organizing, shared aspirations, and the design of preferred futures as key outcomes of a strategic change process. Training and development that applies the elements of the strengths, opportunities, aspirations and results (SOAR) framework allows for stakeholders to engage in a dialogue that represents the whole system, and builds trust and environmental management systems that can positively impact supplier performance. In this study, we examined the interrelationship between the SOAR framework, trust, environmental management systems, and supplier performance in respect of 71 program managers and customers from the Hass TCM Group, the largest chemical management services provider in North America. Hypothesis testing was carried out using correlation analysis, multiple linear regression, correlation analysis and Sobel's test for mediation. Our results support a combined framework in which the SOAR framework can be used to build trust and pro-environmental behaviors to train suppliers to develop collaborative relationships with customers.