Taylor, F. W.
(1967).
The Principles of Scientific Management.
"The knowledge obtained from accurate time study, for example, is a powerful implement, and can be used, in one case to promote harmony between workmen and the management, by gradually educating, training, and leading the workmen into new and better methods of doing work, or, in the other case, it may be used more or less as a club to drive the workmen into doing a larger day's work for approximately the same pay that they had received in the past." (p. 134)
Covey, S. R.
(1992).
Principle Centered Leadership.
"If we use an authoritarian or benevolent authoritarian approach to problem-solving, we slip into a kind of condescending or vertical communication pattern. If people sense that we are 'talking down' to them or that our motive is to manipulate them into making a change, they will resist our efforts." (p. 222)
Herr, P.
(2009).
Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance.
"Leaders who help employees master their professions provide a vital mental-health service because the penalty for being deemed incompetent is chronic, unremitting pain. As I said before, incompetency is not an option for skill-based creatures such as ourselves. Human beings are not designed to be lazy malingerers. Rather, we are designed to struggle, strive, and master the survival skills of the group." (p. 142)
Goleman, D., Boyatzis R. E., & McKee A.
(2002).
Primal leadership: realizing the power of emotional intelligence.
"Leaders often talk about wanting to get their people 'aligned' with their strategy. But that word suggests a mechanical image of getting all the pencils pointing in the same direction, like a magnetic field lining up the polarity of molecules. It isn't that simple. Strategies, couched as they are in the dry language of corporate goals, speak mainly to the rational brain, the neocortex. Strategic visions (and the plans that follow from them) are typically linear and limited, bypassing the elements of heart and passion essential for building commitment." (p. 208)
Toffler, A.
(1983).
Previews & Premises: an interview with the author of Future Shock and The Third Wave.
"In Third Wave industries, the talk is all about employee participation in decision-making; about job enlargement and enrichment, instead of fractionalization; about flex-time instead of rigid hours; about cafeteria-style fringe benefits which give employees a choice, rather than a fait accompli; about how to encourage creativity rather than blind obedience." (p. 31)
Brewington, J. O., Nassar-McMillan S. C., Flowers C. P., & Furr S. R.
(2004).
A Preliminary Investigation of Factors Associated With Job Loss Grief.
Career Development Quarterly. 53(1), 78 - 83.
Abstract
"Involuntary job loss has far-reaching effects on the well-being of individuals and families (Bejian & Salomone, 1995; Leana & Feldman, 1994; Turner, Kessler, & House, 1991; Vinokur, Price, & Caplan, 1996). Job loss can result in loss of identity, social contacts, and self-worth (Amundson & Borgen, 1992; Beehr, 1995). Coupled with economic loss, the emotional toll can be devastating."
Lehrer, J.
(2010).
The Power Trip.
"This [study result] suggests that even fleeting feelings of power can dramatically change the way people respond to information. Instead of analyzing the strength of the argument, those with authority focus on whether or not the argument confirms what they already believe. If it doesn't, then the facts are conveniently ignored."
McGinty, S. M.
(2001).
Power talk: using language to build authority and influence.
"Surprisingly, authority can also he established by humor. The speaker who can make light of a topic demonstrates comfort in the circumstances and familiarity with the issues. The humor of the stand-up comic or the joke-of-the-week belong on late-night TV. But researchers like Robert R. Provine, professor of neurobiology and psychology at the University of Maryland, Baltimore County, who study laughter and humor in common conversation, see laughter as 'social glue,' rather than a response to something inherently funny. Laughter binds speaker and listener. Most of the time, no one is telling jokes. But within the course of a conversation, tension is reduced and connections are made with humor. This is why when the boss laughs, everybody laughs."
Weiner, D. L.
(2002).
Power freaks: dealing with them in the workplace or anyplace.
"The primitive brain mechanism drives us into creating hierarchies, an essential for primitive tribal organization and survival. It confers on some of us today an innate need to dominate others in situations where we might also understand rationally that cooperation would make better sense than domination." (p. 44)