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Leah JS. Translating purpose and mindset into positive impact through shared vision, compassion, and energy-a comparative study of seven organizations. Front Psychol 2024; 15:1251256. [PMID: 38333063 PMCID: PMC10850337 DOI: 10.3389/fpsyg.2024.1251256] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/01/2023] [Accepted: 01/12/2024] [Indexed: 02/10/2024] Open
Abstract
How do organizations that explicitly state the intention to be "positive impact companies" differ from traditional entrepreneurial companies? How does the quality of relationships in those companies affect the ability to deliver positive impact? This study explores the conditions under which business leaders turn their organizations toward generating prosperity for all stakeholders, achieving positive societal outcomes, improving human wellbeing, and delivering great business results. Seven case study companies are examined based on interviews with three executives from each firm, including the CEO. All seven companies are privately owned small/medium sized businesses from a cross section of industries and diverse geographic bases, ranging from Michigan to the Pacific Northwest, to Singapore, Egypt, and Florida. Four of the companies are considered "positive impact companies" (PICs) based on their organizational affiliations, while the other three are considered traditional entrepreneurial companies (TECs). The overall findings suggest that the core of positive impact leadership resides in a shift in the mindset of leaders toward one of connectedness and purpose, and that these factors influence the quality of relationships in organizations in a positive way whether the company is considered a PIC or a TEC. The results also suggest a close relationship between several core indicators of a fundamental shift in understanding about the role of business in society: shared values of human wellbeing, a common shared vision, an emphasis on collaboration and caring in organizations, and a long-term perspective toward the creation of shared economic prosperity.
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Affiliation(s)
- Joseph S. Leah
- Lutgert College of Business, Florida Gulf Coast University, Fort Myers, FL, United States
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2
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Hu H, Du Y, Wang Z. Linking Entrepreneurs' Felt Responsibility to Ventures' Innovation Performance: The Roles of External Learning and Shared Vision. Psychol Res Behav Manag 2023; 16:3045-3060. [PMID: 37576448 PMCID: PMC10417610 DOI: 10.2147/prbm.s414119] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/17/2023] [Accepted: 07/07/2023] [Indexed: 08/15/2023] Open
Abstract
Introduction In the aftermath of the COVID-19 pandemic, innovation has become a crucial factor for the success of entrepreneurial ventures in China. However, the mechanisms underlying the promotion of innovation by entrepreneurs are not yet fully understood. Drawing on self-determination theory, this study develops a comprehensive "motivation-behaviors-performance" model to examine the relationship between entrepreneurs' felt responsibility for constructive change and ventures' innovation performance. Methods Two waves of questionnaire surveys with a sample of 376 entrepreneurs in East China were conducted. Hierarchical regression analysis was performed to test the hypotheses. Results The empirical findings demonstrate that entrepreneurs' felt responsibility for constructive change is a key driver of innovation performance in ventures. Furthermore, external learning, encompassing technological and market learning, serves as a mediator for the positive link between entrepreneurs' felt responsibility and innovation performance. The study also reveals that entrepreneurs' perception of shared vision moderates the relationships between entrepreneurs' felt responsibility and both technological and market learning, such that the relationships are stronger when the perception of shared vision is higher. Discussion These results yield important contributions to the entrepreneurial psychology research and self-determination theory. The study also has managerial implications for entrepreneurs aiming to enhance ventures' innovation performance.
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Affiliation(s)
- Honghao Hu
- School of Management, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of China
- Global Entrepreneurship Research Center, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of China
| | - Yuechao Du
- School of Management, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of China
- Global Entrepreneurship Research Center, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of China
| | - Zhongming Wang
- School of Management, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of China
- Global Entrepreneurship Research Center, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of China
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Alvarado-Alvarez C, Armadans I, Parada MJ, Anguera MT. Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach. Front Psychol 2021; 12:629730. [PMID: 34211418 PMCID: PMC8239237 DOI: 10.3389/fpsyg.2021.629730] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/15/2020] [Accepted: 05/06/2021] [Indexed: 11/13/2022] Open
Abstract
Family firms are a unique setting to study constructive conflict management due to the influence of family ties of the owning family imprinting a sense of common purpose and shared destiny, and high levels of trust. We study the relationship between shared vision and trust that intervene in the adoption of constructive conflict management. To achieve our purpose, we carried out a systematic indirect observation using a mixed methods approach. We used the narratives of 17 semi-structured interviews, audio-recorded and transcribed, of family and non-family managers or directors from five Spanish family firms in the siblings' partnership stage, combined with documentary data obtained from different sources. Intra- and inter-observer reliability were confirmed. Results show a dynamic relationship between shared vision and specific components of trust (benevolence and ability) at different levels of conflict management. We also provide evidence of specific processes of concurrence-seeking and open-mindedness in family and ownership forums accounting for the relevance of family governance in these type of organizations. Family firms are a sum of several subsystems which exhibit a particular resources configuration. This study sheds light on constructive conflict management in family firms opening interesting avenues for further research and offering practical implications to managers, owners, and advisors.
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Affiliation(s)
- Cristina Alvarado-Alvarez
- Department of Basic, Developmental and Educational Psychology, Universitat Autònoma de Barcelona, Barcelona, Spain.,Department of Social Psychology and Quantitative Psychology, University of Barcelona, Barcelona, Spain
| | - Immaculada Armadans
- Department of Social Psychology and Quantitative Psychology, Faculty of Psychology, PsicoSAO-Research Group in Social, Environmental, and Organizational Psychology, Institute of Research in Education, University of Barcelona, Barcelona, Spain
| | - María José Parada
- Strategy and General Management Department, ESADE Business School, Universitat Ramon Llull, Barcelona, Spain
| | - M Teresa Anguera
- Faculty of Psychology, Institute of Neurosciences, University of Barcelona, Barcelona, Spain
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4
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Abstract
Relationships are the fundamental building blocks of organizations, yet the field lacks a validated and comprehensive measure of how employees perceive the quality of the relationships in their organization. In this paper, we develop and validate a scale to measure the perceived relational climate in an organization. We operationalize relational climate as a second-order latent construct reflected by three first-order constructs: shared vision, compassion, and relational energy. In Study 1, we develop an item pool consisting of 51 items and then use a Q-sort procedure to assess content validity. In Study 2, the item pool is further reduced using exploratory factor analysis. This is followed by a confirmatory factor analysis that finds initial support for the three-dimensional structure of relational climate. Study 3 provides further evidence of convergent and discriminant validity and assesses the criterion validity of the construct in relation to leader-member social exchange (LMSX), perceived organizational support, and procedural justice (all positive relationships). Finally, in Study 4, the factor structure of the quality-of-relationships scale is successfully replicated, and criterion validity is further assessed in relation to instrumental ethical climate (negative relationship) and affective organizational commitment (positive relationship). This paper contributes a new validated measure to the literature that will allow organizations to capture an important aspect of their work environment-the nature of the interpersonal relationships. Implications for theory, limitations, and future research are discussed.
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Affiliation(s)
- Richard E. Boyatzis
- Organizational Behavior Department, Case Western Reserve University, Cleveland, OH, United States
| | - Kylie Rochford
- Department of Management, The University of Utah, Salt Lake City, UT, United States
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Salberg J, Bäckström J, Röing M, Öster C. Ways of understanding nursing in psychiatric inpatient care - A phenomenographic study. J Nurs Manag 2019; 27:1826-1834. [PMID: 31556178 PMCID: PMC7328731 DOI: 10.1111/jonm.12882] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/18/2019] [Revised: 09/02/2019] [Accepted: 09/20/2019] [Indexed: 11/27/2022]
Abstract
Aim The aim was to describe the ways that nursing staff in psychiatric inpatient care understand nursing. Background Nursing in psychiatric care is marginalized with ambiguous role definitions and imperceptible activities. Nurse managers' capabilities to establish a direction and shared vision are crucial to motivate nursing staff to take part in practice development. However, before establishing a shared vision it is important to identify the different ways nursing can be understood. Methods Sixteen individual semi‐structured interviews with nursing staff members were analysed using a phenomenographic approach. Results Five ways of understanding nursing were identified. These understandings were interrelated based on the way that the patient, nursing interventions and the goal of nursing were understood. Conclusion The diversity of identified understandings illuminates the challenges of creating a shared vision of roles, values and goals for nursing. Implications for Nursing Management Awareness of staff members' different understandings of nursing can help nurse managers to establish a shared vision. To be useful, a shared vision has to be implemented together with clear role definitions, professional autonomy of nurses and support for professional development. Implementation of such measures serves as a foundation to make nursing visible and thereby enhance the quality of patient care.
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Affiliation(s)
- Johanna Salberg
- Department of Psychiatry, Uppsala University Hospital, Uppsala, Sweden.,Department of Neuroscience, Psychiatry, Uppsala University, Uppsala, Sweden
| | - Josefin Bäckström
- Department of Neuroscience, Psychiatry, Uppsala University, Uppsala, Sweden.,Department of Neurobiology, Caring Science and Society, Karolinska Institutet, Stockholm, Sweden.,Department of Public Health and Caring Sciences, Uppsala University, Uppsala, Sweden
| | - Marta Röing
- Department of Public Health and Caring Sciences, Uppsala University, Uppsala, Sweden
| | - Caisa Öster
- Department of Psychiatry, Uppsala University Hospital, Uppsala, Sweden.,Department of Neuroscience, Psychiatry, Uppsala University, Uppsala, Sweden
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Overman AA. Strategies for Group-Level Mentoring of Undergraduates: Creating a Laboratory Environment That Supports Publications and Funding. Front Psychol 2019; 10:323. [PMID: 30846952 PMCID: PMC6393354 DOI: 10.3389/fpsyg.2019.00323] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/01/2018] [Accepted: 02/01/2019] [Indexed: 11/13/2022] Open
Affiliation(s)
- Amy A Overman
- Department of Psychology & Neuroscience Program, Elon University, Elon, NC, United States
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Gams RL, Popp KK, Cramer J, George TN, Rauk PN, Sommerness SA, Sublette JA. How to Engage Your Team to Implement Delayed Cord Clamping. Nurs Womens Health 2017; 21:489-498. [PMID: 29223212 DOI: 10.1016/j.nwh.2017.10.003] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/02/2017] [Revised: 06/23/2017] [Indexed: 06/07/2023]
Abstract
This article describes how a health care team changed practice by implementing delayed cord clamping as standard practice. After administration of a survey to assess clinicians' knowledge and to discover barriers to this proposed practice change, members of a multidisciplinary committee used the results to create a guideline for delayed cord clamping and a plan for successful implementation. Integral to embedding and sustaining changes in practice was development of the Delivery Room Brief and Debrief Tool and inclusion of the process into nursing guidelines and the electronic health record. Through the use of these tools and teamwork, delayed cord clamping was implemented as standardized practice across six hospitals within this health care system.
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Pittenger LM. Emotional and social competencies and perceptions of the interpersonal environment of an organization as related to the engagement of IT professionals. Front Psychol 2015; 6:623. [PMID: 26113824 PMCID: PMC4461813 DOI: 10.3389/fpsyg.2015.00623] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/09/2014] [Accepted: 04/27/2015] [Indexed: 11/16/2022] Open
Abstract
There is a dearth of research focused on the engagement of information technology (IT) professionals. This study analyzed the relationship between emotional and social competencies and the quality of the IT professional’s perceptions of the interpersonal environment in an organization as they relate to employee engagement. Validated instruments were used and data was collected from 795 IT professionals in North America to quantitatively analyze the relationship between emotional and social competencies, role breadth self-efficacy (RBSE), with the quality of the IT professional’s perceptions of the interpersonal environment, and those perceptions with employee engagement. The study results indicate that specific emotional and social competencies and RBSE relate differently to the quality of the perceptions of the interpersonal environment. The study also reveals how the quality of the IT professional’s perceptions of the interpersonal environment relates to how much they engage in the organization. The findings indicate that the relationship between achievement orientation and the perceived interpersonal environment was positive and the relationship between influencing others and the perceived interpersonal environment was negative. Understanding such relationships offers much needed insight to practitioners and can benefit organizations that wish to increase the engagement of their IT professionals. The findings also can support practitioners to more effectively select and develop talent with the desired motives and traits. By doing so, organizations can experience increased employee satisfaction, engagement, and retention, resulting in higher productivity, quality, and profitability.
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Affiliation(s)
- Linda M Pittenger
- College of Business, Embry-Riddle Aeronautical University Daytona Beach, FL, USA
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9
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Boyatzis RE, Rochford K, Taylor SN. The role of the positive emotional attractor in vision and shared vision: toward effective leadership, relationships, and engagement. Front Psychol 2015; 6:670. [PMID: 26052300 PMCID: PMC4439543 DOI: 10.3389/fpsyg.2015.00670] [Citation(s) in RCA: 42] [Impact Index Per Article: 4.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/22/2014] [Accepted: 05/07/2015] [Indexed: 11/13/2022] Open
Abstract
Personal and shared vision have a long history in management and organizational practices yet only recently have we begun to build a systematic body of empirical knowledge about the role of personal and shared vision in organizations. As the introductory paper for this special topic in Frontiers in Psychology, we present a theoretical argument as to the existence and critical role of two states in which a person, dyad, team, or organization may find themselves when engaging in the creation of a personal or shared vision: the positive emotional attractor (PEA) and the negative emotional attractor (NEA). These two primary states are strange attractors, each characterized by three dimensions: (1) positive versus negative emotional arousal; (2) endocrine arousal of the parasympathetic nervous system versus sympathetic nervous system; and (3) neurological activation of the default mode network versus the task positive network. We argue that arousing the PEA is critical when creating or affirming a personal vision (i.e., sense of one's purpose and ideal self). We begin our paper by reviewing the underpinnings of our PEA-NEA theory, briefly review each of the papers in this special issue, and conclude by discussing the practical implications of the theory.
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10
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Abstract
A clear picture of the influential drivers of private family firm performance has proven to be an elusive target. The unique characteristics of private family owned firms necessitate a broader, non-financial approach to reveal firm performance drivers. This research study sought to specify and evaluate the themes that distinguish successful family firms from less successful family firms. In addition, this study explored the possibility that these themes collectively form an effective organizational culture that improves longer-term firm performance. At an organizational level of analysis, research findings identified four significant variables: Shared Vision (PNS), Role Clarity (RCL), Confidence in Management (CON), and Professional Networking (OLN) that positively impacted family firm financial performance. Shared Vision exhibited the strongest positive influence among the significant factors. In addition, Family Functionality (APGAR), the functional integrity of the family itself, exhibited a significant supporting role. Taken together, the variables collectively represent an effective family business culture (EFBC) that positively impacted the long-term financial sustainability of family owned firms. The index of effective family business culture also exhibited potential as a predictive non-financial model of family firm performance.
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Affiliation(s)
- John E Neff
- Weatherhead School of Management, Case Western Reserve University Cleveland, OH, USA
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11
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Abstract
It is believed that symbiotic visions can drive employees and organizations toward a common objective based on the premise that people have a high level of self-motivation and engagement when they are working toward something very personal. The field of organizational development has been aspiring to help organizations and people align their visions for decades without much, if any, empirical support for the role of personal purpose and goals in the symbiotic relationship with a company vision. This qualitative study examines the role personal purpose and goals play in how high performing leaders align to their company's vision. Whether and how senior managers articulate this alignment, and its correlation to their motivation and engagement, was examined. An observation was that most senior managers within organizations with a well-developed and widely known higher purpose vision are driven by something personal, identified as either personal goals or a personal purpose. One of the key findings is that personal purpose and goals, when aligned to a company vision, appear to impact motivation and engagement in different ways. When alignment is felt through the sense of the greater purpose, there is a deep, almost spiritual, commitment to making the world a better place and helping the organization contribute to that. This seems to motivate them to guide the organization toward its higher purpose vision. When alignment is felt through the organization's alignment to one's personal goals, there is a great sense of commitment to completing the steps or tasks necessary to move toward the vision, yet a clear delineation between work and life ambitions.
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Affiliation(s)
- Jodi L. Berg
- Doctor of Management Programs, Weatherhead School of Management, Case Western Reserve UniversityCleveland, OH, USA
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12
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Abstract
Open-mindedness (OPM) is a construct that is considered a key foundational aspect of learning in individuals, groups and organizations. Also known as critical inquiry or reflection, OPM is believed to increase learning through examination of prior beliefs, decisions and mistakes, and also through openness to new ideas. Renowned theorists including Dewey and Argyris have emphasized the relationship between OPM and learning, yet little quantitative research has tested it or examined moderators of the linkage. The setting for the current study is that of endowment investment committees at U.S. universities and colleges who need to make knowledgeable and well-reasoned decisions about the composition of investment portfolios. Findings indicate that OPM has a positive, significant effect on group learning capacity (LCAP) and also that shared vision, which represents the group's collective purpose and direction, moderates that relationship. The literature review and discussion offer insights about how OPM is related to the research on group conflict, and how shared vision (SHV) differs from concepts such as interpersonal cohesiveness and conformity that have been associated with groupthink. A review of relevant research from the fields of organizational learning, group dynamics, and absorptive capacity provides context for the development of the hypotheses and the discussion of findings.
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Affiliation(s)
- Mimi Lord
- Weatherhead School of Management, Case Western Reserve University Cleveland, OH, USA
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13
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Clayton BC. Shared vision and autonomous motivation vs. financial incentives driving success in corporate acquisitions. Front Psychol 2015; 5:1466. [PMID: 25610406 PMCID: PMC4285020 DOI: 10.3389/fpsyg.2014.01466] [Citation(s) in RCA: 5] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/20/2014] [Accepted: 11/29/2014] [Indexed: 11/13/2022] Open
Abstract
Successful corporate acquisitions require its managers to achieve substantial performance improvements in order to sufficiently cover acquisition premiums, the expected return of debt and equity investors, and the additional resources needed to capture synergies and accelerate growth. Acquirers understand that achieving the performance improvements necessary to cover these costs and create value for investors will most likely require a significant effort from mergers and acquisitions (M&A) management teams. This understanding drives the common and longstanding practice of offering hefty performance incentive packages to key managers, assuming that financial incentives will induce in-role and extra-role behaviors that drive organizational change and growth. The present study debunks the assumptions of this common M&A practice, providing quantitative evidence that shared vision and autonomous motivation are far more effective drivers of managerial performance than financial incentives.
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Miller SP. Next-generation leadership development in family businesses: the critical roles of shared vision and family climate. Front Psychol 2014; 5:1335. [PMID: 25538639 PMCID: PMC4255618 DOI: 10.3389/fpsyg.2014.01335] [Citation(s) in RCA: 17] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/21/2014] [Accepted: 11/03/2014] [Indexed: 11/25/2022] Open
Abstract
The multigenerational survival rate for family-owned businesses is not good. Lack of a shared vision for the family enterprise and weak next-generation leadership are often cited as two of the leading reasons for the failure of family firms to successfully transition from one generation of family ownership to the next. The climate of the business-owning family has also been suggested as important to the performance of the family enterprise. Despite these commonly held tenets, there is a lack of rigorous quantitative research that explores the relationships among these three factors. To address this gap, a quantitative study of 100 next-generation family firm leaders and 350 family and non-family leaders and employees with whom they work was conducted. The results demonstrate that a shared vision for the family business has a strong effect on the leadership effectiveness of next-generation family leaders and a moderate effect on the degree to which they are positively engaged with their work. The findings also show that two dimensions of family climate significantly influence the likelihood that a shared vision for the family firm has been created. Open communication in the family is positively related to the presence of a shared vision for the business. Intergenerational authority, which refers to a senior generation that exercises unquestioned authority and sets the rules, is negatively related to the presence of a shared vision. Surprisingly, a third dimension of family climate, cognitive cohesion, which includes shared values in the family, had no relationship with the degree to which there was a shared vision for the family business. The implications for family business owners is that they would be wise to spend as much time on fostering a positive family climate characterized by open communication as they do on creating and executing a successful business strategy if their goal is to pass the business from one generation of family owners to the next.
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Affiliation(s)
- Stephen P Miller
- Family Enterprise Center, UNC Kenan-Flagler Business School Chapel Hill, NC, USA
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Abstract
Approaches to classroom instruction have evolved considerably over the past 50 years. This progress has been spurred by the development of several learning principles and methods of instruction, including active learning, student-centered learning, collaborative learning, experiential learning, and problem-based learning. In the present paper, we suggest that these seemingly different strategies share important underlying characteristics and can be viewed as complimentary components of a broader approach to classroom instruction called transformational teaching. Transformational teaching involves creating dynamic relationships between teachers, students, and a shared body of knowledge to promote student learning and personal growth. From this perspective, instructors are intellectual coaches who create teams of students who collaborate with each other and with their teacher to master bodies of information. Teachers assume the traditional role of facilitating students' acquisition of key course concepts, but do so while enhancing students' personal development and attitudes toward learning. They accomplish these goals by establishing a shared vision for a course, providing modeling and mastery experiences, challenging and encouraging students, personalizing attention and feedback, creating experiential lessons that transcend the boundaries of the classroom, and promoting ample opportunities for preflection and reflection. We propose that these methods are synergistically related and, when used together, maximize students' potential for intellectual and personal growth.
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Affiliation(s)
- George M Slavich
- Cousins Center for Psychoneuroimmunology and Department of Psychiatry and Biobehavioral Sciences, University of California, Los Angeles, UCLA Medical Plaza 300, Room 3156, Los Angeles, CA 90095-7076, USA
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