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Employee voice behavior is an important source of corporate competitiveness but employees often face difficulties in voicing their opinions. This research analyzes how authentic leadership may increase psychological safety perceived by employees, consequently encouraging employees to actively share their ideas. In addition, the authors explore the unique concept of Zhongyong thinking, a way of thinking that is common in cultures rooted in Confucianism. The authors analyze how Zhongyong thinking may affect the relationship between psychological safety and employee voice behavior.

For the empirical analysis of authentic leadership and employee voice behavior in the Chinese context, the authors distributed surveys to employees working in various different industries in various provinces in China. The authors distributed 250 surveys in total and 213 surveys were used for analyses.

The authors' empirical analyzes illustrate that authentic leadership increases employee voice behavior, partially mediated by psychological safety. The authors also analyzed how psychological safety's effect on employee voice behavior could be moderated by Zhongyong thinking. The results demonstrate that the effect of psychological safety on voice behavior is weaker when employees are capable of exercising Zhongyong thinking.

Zhongyong thinking is still a relatively new concept that has not been studied thoroughly, and to the authors' knowledge, Zhongyong thinking has never been studied as a moderator in the relationship between psychological safety and employee voice behavior.

The purpose of this study is to model the strategic thinking process, considering the different psychological traits of TMTs (top management teams) and how the technological dynamism affects the strategies framed together impacting the performance of the firm.

Modeling and simulation are done in this study using the system dynamics (SD) tool. The data are extracted using social media analytics, and the same is given as an input for the SDmodel, which is used for modeling and simulation of the interdependencies between the psychological factors, technological dynamism and firm performance. The analysis decodes how a change in the thinking process of a TMT has an impact on the performance of the company in an automobile market.

The study has explained how different psychological traits affect the thinking process of a TMT and how the strategies framed with this thinking behavior have an impact on firm performance.

The study is limited only to the automobile industry in India, and only partial psychological constructs were considered to examine their impact on firm performance. This study can be further extended by analyzing the same to various other industries along with many other psychological constructs.

The findings identify the change in behavior of the performance due to the thinking process and technological dynamism. This helps the top management to take into consideration different factors that affect the strategies framed for the company and what are the threshold points in the system that are to be focused on during the framing of a strategy.

The study fills the unattended gaps in the literature regarding how the psychological traits are interdependent and how their relationship is affecting the thinking process, which is going to have an impact on the behavior of the firm performance. It also adds to the literature of systems thinking.

The purpose of this paper is to consider the implications for leadership development of a proposed new psychological model based on the integration of two distinct fields of research in cognitive science and neuroscience, namely, judgement and decision-making in the heuristics and biases tradition, and in particular the dual-process theory of cognition and its development into a tri-partite model; and the differences between the distinct modes of attention supported by left and right cerebral hemispheres.

The distinct fields of research are critically reviewed, the proposed new integrated conceptual framework is presented and compared with other relevant theory, and finally the implications for practice and the connection with contemporary leadership development theory are explored.

It is suggested that decision-makers’ performance in volatile or complex environments could be enhanced through the appropriate engagement of each among the expanded set of cognitive faculties identified in the proposed model, and that a decision-making methodology incorporating prompts to engage each of these aspects of cognition could be adopted by individuals or embedded in organisational processes.

Potential connections for future research are suggested between the proposed new conceptual framework and existing theories concerning shared leadership in teams and reframing processes in a relational leadership context, and more comprehensive psychological theories of leadership incorporating relevant personality traits. Testable claims for future research are proposed, as the model is yet to be validated empirically.

This paper proposes a novel, integrated psychological model with potential relevance both as a conceptual framework for future research in contemporary leadership theory and as the basis for a decision-making methodology with practical application in leadership development.

The purpose of this paper is to outline the qualitative evaluation of a training package delivered to offender managers (OMs) working to support the implementation of the national Offender Personality Disorder (OPD) pathway and to examine qualitative changes in the way participants approach case material pre- and post-training.

In total, 21 pre- and 21 post-training responses to a case vignette were recorded and used in the analysis. OMs were asked what they would like to know more about and what would they focus on with the individual in the vignette. The responses were matched and the vignettes pre- and post-training were identical except for the name of the (fictional) offender.

The responses were subjected to a thematic analysis and, whilst themes were similar both between questions and within each question over time, post-training responses focussed more on the offender’s relationship with the OM and showed a greater appreciation for the relevance of internal motivations (not just what but why). This tendency was less evident in all responses regarding risk/offending.

The OPD pathway is focussed on learning. The work is innovative and this paper adds to the body of early evidence which will hopefully inform future developments. In particular, the importance of involvement of probation stakeholders in the design and delivery of training is highlighted. In addition, it is expected that future research will focus on the impact of continued supervision for the participants in this study and, as such, this paper forms the beginning of a process of evaluating how and when various workforce development interventions are effective.

Although the idea of a therapeutic community (TC) has lost none of its dynamism, there are many modern‐day environments in which the original TC model has been unable to make headway. In recent years, new ideas have been emerging for the development of institutions and services that can be adapted to a wide range of psychological needs and settings, such as homelessness hostels and refuges. The psychologically‐informed environment (PIE) arises from the scope for reflective practice, leading to changes in day‐to‐day working ‐ including a more planned variant for high secure services. The PIE approach seems to offer greater flexibility in scope than the TC model. Nevertheless, such new approaches may yet need a clear values base; and the next article in this series will explore new ideas for the creation of ‘enabling environments’ in a still wider range of settings.

The purpose of this paper is to investigate the impact of psychological case formulation meetings for staff in a secure forensic learning disability and autism service.

In total, 89 of the attendees completed a questionnaire prior to the formulation meeting and then another questionnaire following attendance at a formulation meeting.

The results indicate that staff found these to be a helpful, informative and a positive experience professionally and personally. The results suggest that the formulation meetings developed staffs’ psychological understanding about the patient and their problems, helped to increase their empathy towards the patient, increased consistency in the teams’ views, and that the staff felt listened to.

Psychological formulation meetings are established in the current service, and therefore this may be a contributing to factor to the lack of significant change found in some of the items. Therefore, it would be beneficial for future services to complete a service evaluation at a much earlier point of implementation, as this may impact the level of significance.

The findings of this service evaluation suggest that formulation is a beneficial and useful tool for teams and would be a helpful tool for psychologists to use in the clinical work with teams.

The purpose of this paper is to present an exploration of the experiences of clinical psychologists involved in implementing the Mental Capacity Act (MCA).

Seven clinical psychologists were interviewed and transcripts were analysed using thematic analysis.

Six themes were identified: competence and confidence; understanding and uncertainty; colleagues, collaboration, conflicts, and challenges; working within the law: processes and penalties; the psychological way: specialist skills and difficult decision-making; and power, principles, and protecting the person. The themes highlighted how the specialist skills and professional values of clinical psychologists enhanced their ability to maintain person-centred approaches and uphold the empowering principles underlying the MCA. Data analysis indicated a shared narrative among clinical psychologists involved in implementing the MCA, despite differences in client groups and contexts.

This research highlighted the importance of finding solutions to current problems with the implementation of the MCA, such as training gaps and misunderstanding of the Act in relation to some of its complexities (e.g. deprivation of liberty safeguards and best interests decisions). These areas have the potential to significantly impact on a person's wellbeing. There is an ongoing need for training, multidisciplinary working, and strong effective supervision with ongoing reflexivity, if the Act is to be implemented in the holistic person-centred manner that are the foundations on which it was developed.

This research identifies the important role clinical psychologists have to play in this process. Their specialist skills can encourage a person-centred approach to the implementation of the MCA.

Effective provider‐patient communication and the relationships that it supports are located at the centre of quality health‐care delivery. The patient‐centred approach is increasingly seen as an effective way to provide effective patient care, being more sensitive and responsive to the needs of the individual. Empathy has been identified as a core component of “patient‐centredness” but definitions often lack conceptual clarity. This paper proposes to clarify the definition of empathy keeping the discussion true to Rogers' original definitions of the concept whilst integrating the work of other writers. A major thrust is the development of an innovative conceptual model of empathy which has the potential to both integrate previous research findings and provide a framework for future research and training. The model is based in social psychological conceptions of attitude.

Though extant literature has identified goods-based brand image (GBBI) and services-based brand image (SBBI) as drivers of business-to-business (B2B) loyalty, their relative importance has remained unexplored. This study aims to bridge this gap.

The authors have used a retrospective sampling-based methodology to collect data from B2B customers via an offline survey with a sample size of 125 purchase managers.

The authors found that both GBBI and SBBI have positive relationships with B2B loyalty, with customer satisfaction being the mediator. Using the construal level theory (CLT), the authors argue that the B2B purchase term, vendor–customer relationship strength and physical accessibility of the vendor are associated with the construal level of the purchase context. Further, the authors show that B2B customers give higher importance to GBBI in lower construal level and higher importance to SBBI in higher construal level. The authors have also found the moderated mediation effect of customer satisfaction in GBBI–loyalty and SBBI–loyalty relationships with construal level as moderator.

This study contributes to extant literature of B2B branding and purchase decision-making by bringing in concepts of CLT. It also extends the literature of the GBBI–SBBI–loyalty relationship by bringing in newer results, which reassure the coexistence of goods-dominant and service-dominant logic in the B2B marketplace.

Important managerial implications have been discussed to help B2B managers in brand building, product–service design and relationship management.

This paper is a pioneer in using the CLT in the B2B purchase contexts. It also provides a theoretical and psychological underpinning of goods–service dilemmas in the B2B context, which is also noble.

The purpose of this paper is to expand upon existing theories of entrepreneurial cognitions. It constructs an information‐processing framework of entrepreneurship (I‐P^e) that holistically maps out the entrepreneurial opportunity recognition process. This framework demonstrates how various entrepreneurial needs and attitudes, as well as entrepreneurial motivators, impact on the diagnosis and assessment of informational cues. It describes how opportunity‐related information is processed by entrepreneurs in order to reach a decision of acceptance or rejection of potential business opportunities.

The paper commences with a case study of New Zealand's winner of the Entrepreneur of the Year Award, Bill Day and his company Seaworks, a marine contracting firm. The case content is based on personal interviews by the authors as well as secondary data. The case describes how Seaworks achieved its current level of success. A number of Bill Day's uniquely entrepreneurial behaviours are then mapped into a cognitive framework describing influential elements of the entrepreneurial decision processes. This framework is derived from interdisciplinary research encompassing the study of entrepreneurship, psychology and cognitive neuroscience.

Entrepreneurs have a heightened ability and awareness for recognising and audaciously exploiting business opportunities. They persistently and continually seek opportunity‐laden information in order to satisfy internal motivators such as need for achievement and the fulfilment of competitive urges. The case study describes an entrepreneurial mind that is attracted and stimulated by elements of excitement and fun. This entrepreneur is driven by business challenges that match and stretch his skills, knowledge, and abilities. Business related informational cues are sought and processed to calculate profit potential, the level of risk, and the cost of enactment. Final calculations are filtered. Benefits and potentially positive outcomes are amplified in the calculation process, while potential complications are regarded as challenges to be overcome rather than obstacles to be avoided.

The I‐P^e framework derived from this research clearly demonstrates uniquely entrepreneurial decision processes. It advances our understanding of entrepreneurial cognitions and entrepreneurial decision behaviours, which has applications for the teaching of business skills as well as increasing our understanding of the phenomenon that has been termed “entrepreneurship”.

This paper is based on an original case study written by the authors and integrates cognitive theory within the context of entrepreneurial behaviour in order to explain why entrepreneurs are so successful at recognising and exploiting opportunities.