Resume

• 2018

  Joint Professional Military Education Phase II

  National Defense University

• 2015

  Joint Professional Military Education Phase I

  U.S. Naval War College

• 2007

  M.A.

  Industrial/Organizational Psychology

  Ph.D.

  Organizational Science

  University of North Carolina at Charlotte

• 1998

  B.A.

  Political Science

  Communication

  Senior Professional in Human Resources (SPHR)

  Human Resources Certification Institute

  SHRM-SCP

  SHRM

• Change Management

  Organizational Effectiveness

  Training

  Job Analysis

  Leadership Development

  Performance Management

  Talent Management

  Performance Appraisal

  Personnel Management

  Data Analysis

  Employee Training

  Organizational Development

  Strategy

  Leadership

  Interviews

  Qualitative Data

  Project Management

  Survey Design

  Research Design

  Research

  High-reliability HR: Preparing the enterprise for catastrophes

  In a turbulent

  unpredictable world

  organizations face many threats. Some of those threats can devolve into catastrophes when left unchecked. The principles of high reliability

  previously unapplied directly to the HR function

  provide key insights into how organizations today can better ensure their preparedness. This article explains this framework

  followed by validating evidence from a study of a major university that conducted a large-scale exercise to prepare itself for the possibility of an active shooter on campus. The lessons provided apply directly to senior administrators and other leaders within the higher-education domain

  but they also contain insights that apply broadly to other sectors and industries. The idea of high-reliability HR and its proposed practices are important for HR leaders and executives of all types seeking to better prepare their organizations for catastrophes.

  High-reliability HR: Preparing the enterprise for catastrophes

  How human resource management professionals view organizational change and their roles in it matters because those perceptions serve as a foundation for how they define their roles and as a boundary for what they might see as possible. Despite the importance of understanding these perspectives

  few studies have explored human resources professionals’ views of organizational change and their roles in it. Data from 547 human resources professionals across a wide range of industries and organizational levels reveal the perception of top-leader involvement in 80 percent of successful changes. The data also suggest that human resources professionals hold numerous roles in change efforts

  including those of ‘change agent’ and ‘consultant.’ Additionally

  the data revealed that most human resource management professionals tended to view successful organizational change as primarily occurring in a top-down

  hierarchical manner. A minority – yet potentially consequential – portion of the respondents viewed their role in organizational change as limited or not very important. We discuss these findings in light of relevant theoretical frameworks of organizational change

  offering practical and scholarly implications.

  Organizational change: Perspectives from human resource management.

  Mindy Bergman

  Christiane Spitzmüller

  Dirty work involves tasks that are stigmatized owing to characteristics that the public finds disgusting

  degrading

  or objectionable. Conservation of resources theory suggests such experiences should induce strain and decreased work satisfaction; social identity theory suggests such work should lead to strong psychological investment in the work

  among other outcomes. Integrating these two perspectives

  this study hypothesizes and presents quantitative evidence from 499 animal-shelter workers

  demonstrating how dirty-work engagement relates to higher levels of strain

  job involvement

  and reluctance to discuss work while negatively influencing work satisfaction. Additionally

  this study takes a unique perspective on dirty work by focusing on dirty tasks within a dirty-work occupation. The data suggest meaningful differences between the outcomes of dirty-task frequency and dirty-task psychological salience

  providing additional insight into the complexity of stigmatized occupations and ways in which future research and theory benefit as a result.

  Shouldering a silent burden: The toll of dirty work

  Sorin Valcea

  In the United States

  employment is the cornerstone of the refugee resettlement process because of its centrality in providing self-sufficiency. Job searching and navigating employment relationships are difficult for refugees

  however

  because it necessarily coincides with the adversity of integrating into a new culture. This exploratory inquiry draws upon two data sources—in-depth interviews with both refugees and employees of refugee assistance organizations and a survey of refugees—to provide insight into the lived experiences

  narrative chronology

  and the role of expectations and psychological contracts in the employment process. The data

  viewed in light of social cognitive career theory

  suggest a complex trajectory of expectations

  adversity

  turning points

  and status changes as refugees attempt to “make it” in the United States. Additionally

  we provide evidence that refugees develop unrealistically positive expectations about life in the United States

  face significant underemployment

  experience job dissatisfaction when underemployed

  and

  in some cases

  consider abandoning their pursuit of the “American dream” when highly dissatisfied with their jobs.

  Survival

  expectations

  and employment: An inquiry of refugees and immigrants to the United States

  This study investigated the role of after-action reviews on perceptions of safety climate at the group and organizational levels. Moderated and mediated regression analyses of data from 67 firefighting crews suggest that after-action review frequency positively influenced both levels of safety climate. Safety-oriented group norms fully mediated the relationship between after-action review frequency and group-level safety climate. Fire-station busyness moderated the relationship between after-action review frequency and organizational-level safety climate

  such that the relationship was non-existent for highly busy stations. These findings suggest that after-action reviews constitute a specific venue through which managers can promote safety climate in high-risk environments.

  After-action reviews: A venue for the promotion of safety climate.

  John Crowe

  The tension between work and non-work life remains a critical issue in contemporary careers. This study explores the role of organizational identification (OI) in reducing work–family conflict (WFC) within demanding and high-stakes jobs in dynamic

  uncertain and potentially dangerous contexts (e.g.

  firefighting). Survey data from 341 firefighters suggest that

  congruent with conservation of resources theory and scarcity theory

  OI may serve as a resource that mitigates WFC in these contexts. Additionally

  the data suggest that the negative relationship between OI and WFC is stronger when trauma is low. For practice

  this study provides important implications for employees in similar contexts concerning potential ways to mitigate WFC as well as recommendations concerning exposure to trauma.

  Organizational identification: A context-specific mitigating resource of work-family conflict

  Linda Shanock

  Journal of Occupational and Organizational Psychology

  86: 457-476

  This study adds to the growing body of research on work meetings and extends the emotional labour literature beyond a service context by examining the relationship between surface acting during meetings and perceived meeting effectiveness. Additionally

  the relationships of surface acting during meetings and perceived meeting effectiveness with time-lagged reports of intention to quit and emotional exhaustion 3 months later were investigated. Structural equation modelling of data from 178 working adults revealed negative relationships between surface acting and perceptions of meeting effectiveness. Perceived meeting effectiveness partially mediated the relationship between surface acting and both intention to quit and emotional exhaustion 3 months later. These findings expand both the limited research on perceived meeting effectiveness and the surface acting nomological network to include a consideration that expressing inauthentic emotions in meetings (surface acting) may relate to the perceived effectiveness of the meeting. As well

  both surface acting during meetings and perceived meeting effectiveness may relate to how emotionally exhausted employees feel and their intentions to seek other employment. Given the cost and pervasiveness of meetings in daily organizational life and their potential effects on the well-being of employees

  understanding how to make meetings effective is paramount – particularly if researchers and practitioners want to better understand how perceived meeting effectiveness may be related to various employee outcomes.

  Less acting

  more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes

  David Altman

  Tammy Beck

  Linda Shanock

  Purpose – The theoretical and practical criticality of self-talk for leader success receives extensive multidisciplinary discussion

  without a great deal of empirical research given the challenge of assessing actual self-talk. The purpose of this paper is to advance research and theory on self-leadership by examining leader self-talk and its relationship to effectiveness and strain. \n\nDesign/methodology/approach – In total

  189 senior executives' self-addressed

  future-oriented letters were collected. The executives wrote these letters to themselves for their own personal development; thus

  the language used represented a form of naturally occurring self-talk. Two types of self-talk were coded: constructive and dysfunctional. Supervisor and direct report ratings of leadership of others and creativity and self-ratings of job strain were collected. \n\nFindings – Extensive variability among leaders in constructive self-talk was found. Exemplars of constructive and dysfunctional self-talk are presented. Constructive self-talk positively related to effective leadership of others and creativity/originality as evaluated by subordinates and superiors and was negatively related to job strain. Dysfunctional self-talk related negatively to creativity/originality. \n\nOriginality/value – In addition to illustrating the types of self-talk used by leaders

  research is extended by providing some of the first empirical evidence of how leaders' free-flowing thoughts are related to their effectiveness and their overall well-being

  lending direct support to a principal proposition from the self-leadership framework.

  The executive mind: An examination of top leaders’ self-talk

  effectiveness

  and job strain

  Stacy Clever Pattison

  Linda Shanock

  Journal of Business and Psychology

  25: 543-554

  Polynomial regression with response surface analysis is a sophisticated statistical approach that has become increasingly popular in multisource feedback research (e.g.

  self-observer rating discrepancy). The approach allows researchers to examine the extent to which combinations of two predictor variables relate to an outcome variable

  particularly in the case when the discrepancy (difference) between the two predictor variables is a central consideration. We believe this approach has potential for application to a wide variety of research questions. To enhance interest and use of this technique

  we provide ideas for future research directions that might benefit from the application of this analytic tool. We also walk through a step-by-step example of how to conduct polynomial regression and response surface analysis and provide all the tools you will need to do the analyses and graph the results (including SPSS syntax

  formulas

  and a downloadable Excel spreadsheet). Our example involves how discrepancies in perceived supervisor and organizational support relate to affective commitment. Finally

  we discuss how this approach is a better

  more informative alternative to difference scores and can be applied to the examination of two-way interactions in moderated regression.

  Polynomial regression and response surface analysis: A powerful approach for examining moderation and overcoming limitations of difference scores

  Lindsay R. Miller

  Linda Rhoades Shanock

  Purpose \nThis review focuses and aids the development of organizational support theory

  which explains relationships between employers and employees based on social exchange. Many studies have explored the theory’s central construct

  perceived organizational support (POS)

  or the degree to which employees believe their work organization values their contributions and cares about their well-being. Since the last review of POS literature in 2000

  the occupational landscape has shifted

  increasing nontraditional work relationships and the importance of managing an international workforce while considering influences on employee well-being. This review discusses how the recent POS research reflects these trends. \nDesign/Methodology/Approach \nThis review focused on how themes in the POS research since 2000 have enhanced organizational support theory as relevant to the twenty-first century world of work. \nFindings \nFour important theoretical themes have developed since 2000 that enhance organizational support theory: considerations of employee well-being

  nontraditional workers

  international and cross-cultural issues

  and developments tied to the use of multilevel modeling. \nImplications \nGiving both researchers and practitioners a synthesized view of the current status of POS research

  this review serves as a springboard for new developments. It also integrates the multitude of recent studies into organizational support theory

  focusing theoretical progress. \nOriginality/Value \nThis is the first review and theoretical integration of the POS literature since 2002. It is a valuable resource for all interested in the field

  with theoretical insights

  useful tables

  explanatory figures

  and references.

  Advancing organizational support theory into the twenty-first century world of work

  Linda Shanock

  This study focuses on a common-yet-understudied group process: supervisor-led group meetings at work. Specifically

  the study explores the relationships among employees’ perceptions and reported behaviors with regard to such meetings. Respondents are 291 adults working in different organizations. Structural equation modeling of the data largely supports the hypothesized model. Employee perceptions of relationship quality with their supervisors (leader–member exchange) fully mediates the relationship between perceptions of supervisors’ fairness (interactional justice) in group meetings and perceived organizational support. Leader–member exchange also fully mediates the relationship between interactional justice perceptions and meeting citizenship behaviors—a new construct describing extra-role behaviors that support meeting processes—and between good meeting practices by the supervisors and meeting citizenship behaviors. Leader–member exchange partially mediates the relationship between good meeting practices and perceived organizational support. These findings highlight the importance both of supervisors’ behaviors within meetings that they lead and of the supervisor-led group meeting itself as a phenomenon worthy of future exploration.

  Leading group meetings: Supervisors’ actions

  employee behaviors

  and upward perceptions

  et al.

  Jennifer B. Webb

  Natalie A. DiGiacomo

  Christiane Spitzmüller

  Objective—To identify and evaluate coping strategies advocated by experienced animal shelter workers who directly engaged in euthanizing animals.\nDesign—Cross-sectional study.\nSample Population—Animal shelters across the United States in which euthanasia was conducted (5 to 100 employees/shelter).\nProcedures—With the assistance of experts associated with the Humane Society of the United States

  the authors identified 88 animal shelters throughout the United States in which animal euthanasia was actively conducted and for which contact information regarding the shelter director was available. Staff at 62 animal shelters agreed to participate in the survey. Survey packets were mailed to the 62 shelter directors

  who then distributed them to employees. The survey included questions regarding respondent age

  level of education

  and role and asked those directly involved in the euthanasia of animals to provide advice on strategies for new euthanasia technicians to deal with the related stress. Employees completed the survey and returned it by mail. Content analysis techniques were used to summarize survey responses.\nResults—Coping strategies suggested by 242 euthanasia technicians were summarized into 26 distinct coping recommendations in 8 categories: competence or skills strategies

  euthanasia behavioral strategies

  cognitive or self-talk strategies

  emotional regulation strategies

  separation strategies

  get-help strategies

  seek long-term solution strategies

  and withdrawal strategies.\nConclusions and Clinical Relevance—Euthanizing animals is a major stressor for many animal shelter workers. Information regarding the coping strategies identified in this study may be useful for training new euthanasia technicians.

  Euthanasia-related strain and coping strategies in animal shelter employees

  Leaders in high-reliability organizational contexts such as firefighting

  emergency medicine

  and law enforcement often face the challenge of making sense of environments that are dangerous

  highly ambiguous

  and rapidly changing. Most leadership research

  however

  has focused on more stable conditions. This study analyzed 100 reports of “near-miss” situations in which firefighters narrowly escaped injury or death

  drawing upon sensemaking and high-reliability organizational theories to provide a grounded theory of leadership processes within extreme events. Themes related to direction setting

  knowledge

  talk

  role acting

  role modeling

  trust

  situational awareness

  and agility were key categories. Further abstraction of the data revealed the higher-order categories of framing

  heedful interrelating

  and adjusting as key characteristics of the overall social process of leadership within dangerous contexts

  labeled organizing ambiguity. These findings highlight leadership as a collective sensemaking process in which ambiguity is reduced and resilience promoted in the face of danger via interaction among and between leaders and followers.

  Organizing ambiguity: A grounded theory of leadership and sensemaking within dangerous contexts

  Thomas Clausen

  Slaughterhouse workers face the reality of industrialized meat production on a daily basis

  experiencing firsthand the routinized killing of animals. This occupation provides a window through which to view one key way in which animals and organizations intersect in modern society. Given its proximity to death and undesirable required tasks

  working in a slaughterhouse is classified as ‘dirty work’. Current theorizing

  however

  does not address how the intentional killing of animals may impact workers beyond its inherent dirtiness and low prestige. In this study

  we draw upon and extend dirty work theory to further understand the unique nature of work that involves the intentional killing of animals. Regression analyses of data from 10

  605 Danish workers across 44 occupations suggest that slaughterhouse workers consistently experience lower physical and psychological well-being along with increased incidences of negative coping behavior. Our findings hold while statistically controlling for occupational prestige and overall dirtiness. Additionally

  we compare the pattern of results with a comparable occupation that does not involve animal killing

  suggesting specific outcomes associated with routinized killing of animals. Building upon extant research and considering our findings

  we discuss the theoretical implications regarding dirty work and the intentional killing of animals in organizations.

  Routinized killing of animals: Going beyond dirty work and prestige to understand the well-being of slaughterhouse workers

  Dave Murphy

  The after-action review (AAR) is a discussion technique some high-reliability organizations employ to encourage learning via collective retrospection. AARs are an effective communication tool for promoting reliability if they are held regularly. One way to encourage frequent AARs is to increase participants’ satisfaction with these meetings. This study examined the impact of post-incident

  pre-discussion ambiguity and freedom of dissent on participant satisfaction with AARs. Firefighters (N = 119) completed a survey on their most recent AAR. As predicted

  the level of post-incident

  pre-discussion ambiguity was negatively related to AAR satisfaction. Freedom of dissent

  however

  attenuated the negative influence of ambiguity on AAR satisfaction.

  Ambiguity and freedom of dissent in post-incident discussion

  This article suggests important ways in which organizations should approach leadership development for organizational crises. In particular

  such organizations should consider the use of simulations

  learning from others' mistakes

  and communication training to increase their leadership capacity.

  Preparing for the unthinkable: Leadership development for organizational crises

  Ben

  Baran

  Ph.D.

  SPHR

  UNC Charlotte

  Agility Consulting and Training

  Organizational Science Consulting & Research

  Cleveland State University

  Northern Kentucky University

  Indigo Anchor

  Gild Collective

  U.S. Navy

  US Navy Reserve

  At Indigo Anchor

  we believe that the world is better when humans flourish at work. A cutting-edge management consulting firm

  we are dedicated to helping leaders

  employees

  and their organizations. By tackling workplace challenges with agile

  science-based

  accessible methods

  we provide or create field-tested solutions that fit your needs.

  Indigo Anchor

  Consultant

  Key contributor and project manager on a number of consulting engagements.

  Organizational Science Consulting & Research

  Internal Communications Manager

  Managed and edited all internal communications from the university’s Office of Public Relations.

  UNC Charlotte

  Organizational Researcher

  Doctoral Candidate

  Responsibilities included providing expert research and teaching assistance in support of making progress toward earning a Ph.D. in organizational science

  which is an interdisciplinary approach toward studying human behavior at work

  coordination of organizing processes

  and the role of organizations in society at large.

  UNC Charlotte

  Cleveland State University

  Within the university's Monte Ahuja College of Business

  my teaching and research focuses on human resource management and organizational behavior.

  Assistant Professor of Management

  Cleveland/Akron

  Ohio Area

  I was commissioned as an officer in the U.S. Navy in 2002 through Villanova University’s Naval Reserve Officer Training Corps program. After completing my active duty service obligation

  I have continued to serve in the U.S. Navy's reserve component

  currently at the rank of commander. I'm a member of the Human Resources Officer community

  which supports the Navy's personnel management

  requirements

  recruiting

  and training needs. \n\nSince December 2016

  I have been a member of Navy Reserve CNO-N1 Navy Total Force

  in which I currently serve as the Chief Staff Officer.

  US Navy Reserve

  Advisory Board Member

  Gild Collective inspires women to lead and live with greater confidence and passion. Specifically

  Gild Collective offers creative workshops that focus on the unique challenges of women at work

  guiding groups through thought-provoking discussion and exercises--ending with a creative project. \n\nIn my role

  I provide perspective on Gild Collective's services through the lens of human resources and the scientific research related to the issues they address. \n\nCheck them out today!

  Gild Collective

  Surface Warfare Officer

  While at sea

  was responsible for safe navigation and proper operation of all equipment onboard a $1.2 billion warship.\n\nAboard USS Preble (DDG 88)

  I served in a number of roles

  including:\n\nAssistant Chief Engineer. Responsible for administration of 63-person Engineering Department. Assisted planning all maintenance

  repairs

  and training. Ensured proper reporting of all equipment and personnel status by four division officers.\n\nPublic Affairs Officer. Primary point of contact for all media

  tours

  and special events.\n\nElectrical Division Officer. Officer in charge of the ship’s Electrical Division. Directly supervised eight electricians. Administered two safety programs ensuring safe operation of ship’s engineering plant.\n\nCombat Systems Training Officer. Supervised four personnel and training within the 51-person Combat Systems Department. Researched and promulgated guidelines for departmental training.

  U.S. Navy

  Northern Kentucky University

  Within Northern Kentucky University's Haile/US Bank College of Business

  my teaching and research focused on human resource management

  organizational behavior and related topics. One of the many highlights during my time at NKU was teaching in its Executive Leadership and Organizational Change master's program--a unique degree that

  according to its students

  \"changes lives.\" I was also honored to be awarded the 2012 Dean's Citation for Outstanding Teaching

  which is the top teaching award in the college.

  Assistant Professor of Management

  Cincinnati

  Ohio Area

  Studied requisite knowledge for Surface Warfare Officers. Graduated with honors for overall grade point average. Recognized for highest grade point average in engineering curriculum.

  US Navy

  Practice Leader

  Agility Analytics

  Agility Consulting and Training has four practice areas: Leadership Agility

  Team Agility

  Organizational Agility

  and Agility Analytics. I'm the practice leader for Agility Analytics

  which \nseeks to become the leading provider of research-based assessments

  methods and ideas that unlock the agile potential of leaders

  teams and organizations. \n\nI also work directly with clients as a facilitator and consultant

  primarily in helping executives and their teams develop and implement strategic initiatives that drive their organization's ability to be focused

  fast and flexible.

  Agility Consulting and Training

  Society for Industrial and Organizational Psychology