workforce and is known as Adversity Quotient® (AQ®). AQ® is fundamental to business and leadership in any country, culture or industry in the global new. Adversity Quotient® and Social Skills of student leaders at De La Salle Lipa. portal7.info Anderson. Record - PDF | Youth who stay in social welfare home at Pattani Province The relationship between parenting styles and adversity quotients was.
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Asia Pacific Journal of Education, Arts and Sciences, Vol. 2 No. 3, July Adversity Quotient and Coping Strategies of College Students in Lyceum of the. Adversity portal7.info - Free download as PDF File .pdf), Text File .txt) or read online for free. Adversity Quotient: Turning Obstacles into Opportunities (Wiley, New York, ) and Quotient (AQ) to test the unconscious pattern of how people respond to.
Such challenges have created obstacles for business managers who are key contributors to the overall performance and achievements in business organizations. Despite application of conventional remedial measures, there is insufficient knowledge in private business organizations in Egypt about a conceptual approach that takes into consideration the relationship between the individual leaders personal qualities expressed in his personal demographic profile in terms of age, tenure, and highest level of education attained, and the degree of control over decisions and emotions in adversity times expressed in the level of adversity quotient in terms of overall score and its four dimensions namely; control, ownership, reach, and endurance CORE. This paper tests this hypothesis that Adversity Quotient level AQ and CORE dimensions of a business leader is associated with his personal demographic profile age, tenure, and highest level of education attained. The study found that, no significant relationships exists between the respondents overall AQP and their personal demographic profile in terms of age, tenure, and highest level of education attained. However, the study found a significant relationship between the control dimension of CORE and highest level of education attained. This suggests that, since AQ can be learned and enhanced, Egyptian private sector business organizations should instil AQ measure in their recruiting system for hiring or promoting business managers, making them more conscious to deal with adversity which is part of their daily life. The awareness of their AQ level will create a powerful factor in inspiring others to understand their drawbacks and turning them into opportunities.
Thus, being a business leader and decision-maker tends to fall on the higher-ranking positions in Egyptian business organizations. Furthermore, the findings indicate that, most business leader respondents are in the middle age, when most individuals have settled in their careers.
This was found to be consistent with the findings of , on leadership styles and behavior, compared with older workers, the researcher found that younger workers feel more comfortable in fast changing environments and more willing to take risks and consider new approaches. They also operate with more energy and intensity, and have a greater capacity to generate enthusiasm in others.
This implies that, to be assigned as a business leader in Egyptian business organizations you must have gained at least six years of practice and above. This is supported by the study of authors in , who concluded that, in the area of managerial effectiveness, managers must have a mutual understanding of the skills and responsibilities necessary for other managers across similar and different organizational levels and functions.
This can be gained by practicing different skills over time. This implies that, a higher educational level is essential for business managers in Egyptian private business organizations in order to be assigned in higher- ranking positions.
The result further indicates that, it is strongly believed among Egyptian business leaders that a higher level of education will result in better performance in their jobs. The researcher finds this belief consistent with the idea of authors in  that, educational development of effective leadership is crucial for performance and success in business organizations.
In a business environment characterized by constant change especially due to the current political events and economic recession in Egypt. Work conditions may become even more difficult and the challenge now is how business leaders can handle adversity and become stronger from it. Of the 85 respondents, the control score was average in 71 respondents The lowest in terms of the number of respondents was the endurance score with only 65 respondents representing The result implies that, respondents are having average range for all four CORE dimensions of adversity quotient.
The comparisons of computed and standard mean scores of control, ownership, reach, endurance and total AQP are discussed. The mean score reflects that respondents perceive that Egyptian business leaders can be partially in control of bad events depending on the complexity of adversities they might be facing.
This further implies that respondents may not easily give up in the face of adversity but may find it difficult to be in control if the situation worsens. The Ownership dimension which measures the extent to which a person holds himself accountable for any adversity and the necessary contribution for improving the situation. It shows that the respondents may believe as if they are the causes of adversities their systems are facing, but possessing a certain level of accountability.
This means they have the tendency to focus on the aspect of the adversity in which they believe they are the direct causes but may not be willing to take part on the larger aspect. Thus, making their contribution for improvement of the situation is limited. The majority of the answers of the respondents belong to the middle range with mean score of It shows that respondents face adversity as somewhat specific and limited.
The Endurance dimension, the perception of time over which good or bad events and their consequences will last.
It is revealed in the above table that, the majority of answers of the respondents belong to the middle range, with the lowest mean score of It implies that the respondents handle adverse events and their causes as somewhat enduring. Whenever they are confronted with major challenges, they have somewhat the capacity to do what is required to carry on.
However, there may be other worse situations that make them tend to lose resolve if the outcome worsens. The overall AQP profile was computed, the majority of the respondents fall on average with the total mean of The result implies that Egyptian Business leaders in private sector business organizations usually have a relatively average potential in dealing with every aspect of their lives. But interpretation means that, the participants sometimes perceive these events as beyond their control and that there is little, if anything, they can do to prevent them or limit their damages.
The overall adversity quotient profile to demographic profile: Table 5 below shows that the researcher tested all hypotheses derived from H1 concerning the significant relationships between AQP overall score and the personal demographic profile in terms of age, tenure, and educational attainment of Egyptian business leaders. These are quantitative and qualitative variables in nature, requiring the Chi-square test. Table 5: The relationship of overall AQP and demographic profile chi-square test.
Therefore, the null hypothesis that there is no significant relationship between AQP overall score and age is accepted. The result implies that regardless of age, Egyptian business leaders have the ability to handle and overcome difficult situations they might encounter in their positions. This result is consistent with the study conducted by the author in  whose study focused on investigating the relationship of personal characteristics, leadership styles, and job satisfaction to AQ of academic heads of selected state colleges and universities in Manila, the Philippines.
The researcher found that there was no significant relationship between age and the AQP overall score of the respondents. The researcher concluded that the age of the respondents is not a factor that can determine the ability of a person to face challenges in difficult times. However, the result contradicts the findings of the study conducted by the author in  which showed that older employees had a higher AQ compared to that of the younger employees.
This opens the area for further research. In H1. Therefore, the null hypothesis that there is no significant relationship between the AQP overall score and tenure of the respondents is accepted.
The result implies that Egyptian business leaders are not allowing tenure or length of service to be a barrier for handling adversity in difficult times.
This result was supported by the author in , as his study found that the demographic profile variables including tenure or length of service were not significantly related to the AQ overall profile of the respondents. Therefore, the null hypothesis that there is no significant relationship between AQP overall score and highest level of education attained is accepted.
It means that the AQP overall score and highest level of education attained of the respondents are not significantly related. The result shows that the degrees earned by the respondents have no influence on their level of determination when performing a good job amidst the difficulties that they or their system is experiencing.
The result further indicates that Egyptian business leaders and managers will continue their struggle for good performance when facing adversity and challenges in the work place regardless of their level of education or degree earned. The result is consistent with the author in , as his study revealed that, no significant relationship was found between demographic profile including level of education attained and AQ of the respondents. This implies that, Egyptian business leaders believe that they can attain certain outcomes and remain able to predict and control events in difficult times regardless of their age.
Therefore, the hypothesis that there is no significant relationship between control and tenure of the respondents is accepted. The result implies that Egyptian business leaders focus on what they can do to deal with the adversities instead of focusing and complaining about the issues that are beyond their control.
Whether the business leader has long experience or none, he can maintain a can-do attitude even when challenges are overwhelming. Therefore, the hypothesis that there is no significant relationship between control CORE dimension and highest level of education attained of the respondents is rejected.
The result implies that Egyptian business leaders struggle to remain focused and stable in the face of adversity. According to the author in , control is the extent to which someone perceives that he can influence whatever happens next. It determines resilience, health, and tenacity.
It asks the question: How much control do you perceive you have over an adverse event? Actual control in a given situation is nearly impossible to measure. The result further indicates that Egyptian business leaders possess self-confidence and a positive self-image, developing communication skills, and the capacity to manage strong feelings and impulses in difficult times; this is due to their high level of knowledge and education.
To overcome the challenges of an ever-changing environment, it becomes important for business International Journal of Sciences: Basic and Applied Research IJSBAR Volume 20, No 1, pp leaders to be highly educated and to possess the necessary skills to be successful despite adversities.
The role of education, therefore, is not just to impart knowledge and skills that enable the beneficiaries to function as socio-economic agents of change in society, but also to impart values, ideas, attitudes, and aspirations important for performance development.
Table 6 shows the computed Chi-squares for the significant relationship in the following hypotheses, H1. The Chi-square probability values were, 0. Therefore, the researcher accepts the null hypotheses that there is no significant relationship among these variables when tested.
This implies that ownership, reach, and endurance are not significantly related to any of the demographic profile variables in this study: Age, tenure and highest level of education attained.
It can be concluded that ownership, reach, and endurance are not affected by age, tenure or the level of education of the respondents.
The results of the above imply that, although Egyptian business leaders have an average level of AQP and CORE dimensions, they tend to perceive adversity events as somewhat enduring, and endeavor not to allow this to become an obstacle for achieving organizational objectives.
The results further indicate that, the average level of CORE dimensions of the business leader respondents has nothing to do with their demographic profile. In some cases, they demonstrate a good inner capacity to deal with difficult situations.
This may be attributed to their improved knowledge and continuous learning. Conclusions, recommendations, and limitations of the study The significant findings of the study provided a basis for the following: 8.
The business leader respondents are mostly male who occupy higher ranking positions, middle aged between mid-thirties and fifty years of age. They have pursued post graduate studies, and most of them have around seven years of experience in managerial positions. The business leader respondents have an average level of AQ which indicates that they usually have a greater interest in every aspect of their lives and a good potential to maintain the status quo, however they prefer to operate within their comfort zone and when facing adversity and significant setbacks, they tend to lose confidence and may fear that further obstacles will arise.
Age, tenure, and highest level of education attained are not significant determinants of the AQP level and its four CORE dimensions of the business leader respondents. Age, tenure, and highest level of education attained are not significant factors in determining the levels of ownership, reach and endurance CORE dimensions of the business leader respondents. The highest level of education attained is a significant factor in differentiating the level of the control dimension of the business leader respondents.
This calls for AQ training to enhance their knowledge and instill individual adversity awareness, thereby, making them more conscious to deal with adversity which is part of their daily life. Since AQ can be learned and improved, and due to the fact that business leaders and managers are constantly exposed to different types of pressure both internal and external, they should be encouraged to constantly review their own AQP and learn how to improve it through self-improvement activities, attending seminars, reading books, and practicing sports.
Human resource departments in every business organization should look for formal training in business adversity to enhance harmonious working relationships among people of the same level in the organizational structure thereby avoiding professional jealousy.
The development and validation of an AQ questionnaire in future research should be based on the specific characteristics of the Egyptian culture in a manner that could be easily understood and used within the frame of the Egyptian traditions and culture.
It is recommended that the present study be reviewed, criticized, and even replicated using more varied samples, variables, and other survey and measurement techniques to provide an opportunity for comparison of results. The results of this study may be shared with business organizations in the public sector for possible follow-up studies. Although their head offices are in Cairo, their members originate from all Egyptian governorates. All members belong to private sector organizations covering all sectors of different businesses in Egypt.
This represented the first limitation of this study as the generalization of the research result to other countries and to the business public sector may be difficult because of the research scope only focuses on private sector business organizations in Egypt due to the political and economic adversities in Egypt which called for such study.
Finally, the second limitation is that, the present study confined the researcher to measure the AQ level of business leaders only with respect to certain demographic aspects.
However the researcher did not include these variables due to the fact that, it would not have been possible to collect such information within these adversities that Egypt is currently going through. Therefore, the researcher acknowledges that given the topic selection, the researcher is looking for relationships to support the hypotheses of the study.
References:  K. White Planes, NY: Lagman, Adversity quotient: Turning obstacles into opportunities. Ontario, Canada: Wiley, Korac-Kakabadse, N. Korac-Kakabadse and A. Aldoory and E. Hambrick and P. Rosenbusch and C. Eagly, S. Karau and M. Kirtley and J. All Rights Reserved. Turning Obstacles into Opportunities.
Featuring Paul G. Stoltz, Ph. In fact, the AQ measurement of a person or an organization indicates the ability to prevail and succeed in the face of adversity. In the next two hours, Paul Stoltz will explain the underlying principles of Adversity Quotient.
Youll learn how to interpret your AQ score, how to assess the AQ score of your organization, and how to nurture a high AQ for yourself and your staff or colleagues. While viewing the presentation, follow along and take notes in this discussion guide.
Most of all, be prepared to be enlightened by Paul Stoltzs clear explanation of how you can improve your Adversity Quotient and achieve success. You will be eager to begin implementing his strategies! What you will learn By participating in this seminar with Paul Stoltz you will be able to:. How to get the most from this seminar During the seminar Participate!
Contribute to the discussion using the question sheet provided with this guide. If you are participating in the live presentation of this program, fax or call in your question to Paul Stoltz.
If you are taking part in an encore presentation of this program, share your question with the site coordinator and your colleagues. Take notes, complete the written exercises, and jot down ideas on how you can apply todays information in your own workplace. Reread this discussion guide and review your notes. Prepare a personal action plan detailing the steps you will take to manage your Ascent.
Your comments about todays seminar are greatly appreciated. At the end of the program, please answer all questions and return this form to your site coordinator or mail to PBS The Business Channel at the address below. On what date did you participate in this seminar? On a scale of 1 10 with 10 being the highest , rate this program in terms of its educational value to you: If asked to describe what you like best about todays program, which of the following phrases would you use?
If asked to describe what you didnt like, which of the following phrases would you use? What one thing will you try to do as a result of taking part in this program? Return this form to your site coordinator or send to: Most of us are familiar with IQ Intelligence Quotient. Some of us may have heard the term EQ Emotional Quotient. Beck Weathers exhibits the traits of someone with a high AQ.
He persevered when obstacles threatened his life. On the lines below, list characteristics you would associate with someone like Beck Weathers. There are numerous adjectives to describe a person who possesses a high Adversity Quotient.
Paul Stoltz points out that it was Beck Weathers desire to Ascend that led to his victory over life-threatening obstacles. We all share that core human drive. We, too, want to Ascendmoving your purpose in your life forward no matter what your goals. In other words, successful people share the profound urge to strive, to make progress, to achieve their goals and fulfill their dreams.
If all humans share the drive to Ascend, then why are there overachievers and underachievers? The metaphor of climbing a mountain helps illustrate the phenomenon. Lets begin by defining the mountain. Directions As Paul Stoltz describes the mountain metaphor, note phrases that define the mountain. There are: Take a moment and indicate on the mountain shown above where you are likely to encounter each type.
Then briefly describe in your own words each of the following:. Directions Select one of the following three questions and write down as many answers as possible. If time permits, tackle as many of the remaining questions as possible. Feel free to interact with those around you.
When we return, members of our studio audience will share their responses. What do you consider to be the core competencies to thrive in the next millennium? Do you see a connection between your responses and those shared by the studio audience? Is there a pattern among responses for the three questions?
Now that you can see how your success is determined in part by your AQ, lets take a few minutes to determine your AQ. Follow the instructions to tally your results and calculate your AQ. The Adversity Response Profile is the only scientifically-grounded tool in existence for measuring how effectively one deals with adversity, or ones AQTM.
AQ is a valid predictor of ones success, stress-threshold, performance, risk-taking, capacity for change, productivity, perseverance, improvement, energy, and health.
Below is a short sample of the Adversity Response Profile. It provides a snapshot of how you respond to adversity, but does not provide a complete measure of AQ.
You suffer a financial setback. How much control do you feel you have in this situation? No control. You are overlooked for a promotion. To what extent do you feel responsible for dealing with this situation? Not responsible at all. You are criticized for a big project which you just completed.
The reason I was criticized is something that: Relates to all aspects of my life. You do not help a co-worker who needs your assistance. The reason I did not help will Always exist. The highest priority project you are working on gets canceled. How much control to you feel you have in this situation? Someone you respect ignores your attempt to discuss an important issue. People respond unfavorably to your latest ideas.
The reason people responded unfavorably is something that: You are unable to take a much needed vacation.
The reason you are unable to take this vacation will: Always exist. Scoring instructions Add together all the numbers you circled to get your overall AQ. Insert your total in this box. Strengthening your AQ can improve your natural resilience and lessen the fallout from adversity.
Moderate AQ indicates you deal with adversity fairly well, however, your performance can be enhanced with a higher AQ. High AQ indicates a high capacity for adversity and the ability to persevere through changing times.
You may be strengthened by adversity, especially over time. You probably embrace the right kind of change and take necessary risks. AQ is rooted in three sciences: They are its building blocks. Hundreds of research studies lend support to the role AQ plays in determining ones ability to triumph over obstacles. Psychoneuroimmunology is a field in science that examines the mind-body relationship.
In essence, it studies the relationship between what one thinks and feels and what goes on in the body. How do thoughts and feelings affect the body and its overall health? Directions As Paul Stoltz describes the field of psychoneuroimmunology and how it supports AQ, use the space below for personal notes.
Bottom Line Your thoughts and emotions determine the strength of your body chemistry down to the cellular level. Neurophysiology is a field in science that focuses on the brain.
It studies how the brain learns and functions. How are habits formed and what must occur to change habits once they are established? Directions As Paul Stoltz describes the field of neurophysiology and how it supports AQ, use the space below for personal notes.
Cognitive psychology is the most popular aspect of psychology focusing on the relationships between thoughts and feelings associated with ones mental health.
While there are many aspects to cognitive psychology, of particular importance to AQ is the research examining the human need for control or mastery over ones life. Directions As Paul Stoltz describes the field of cognitive psychology and how it supports AQ, use the space below for personal notes. Bottom Line Learned Helplessness, considered to be the Landmark Theory of the Century, explains why many people give up or stop short when faced with lifes challenges.
In recent years there has been a push to empower individuals. Yet, learned helplessness is pervasive in many organizations today. Take a moment to study the graphic below.
Directions Discuss the following question with the person sitting beside you.
Jot down your thoughts on the lines provided. There are additional cognitive psychology theories that support AQ. They include: Though most of us will not experience a moment of truth of the same magnitude as Capt. Scott OGrady, we are regularly faced with events with which we have little or no control. The choice lies in how you choose to respond. You can choose to take control of your response or assume helplessness. Moments of truth can be summarized in four statements: The moment of truth is when you face adversity.
Patterns of how we react to adversity are difficult to judge. Reaction patterns can be measured. Reaction patterns can be permanently improved. Directions AQ is relevant to individuals, families, organizations, and communities alike. Jot down the multitude of areas in which AQ effectively predicts success. AQ scores are not simply categorized as high or low. Instead they tend to fall in a normal distribution as illustrated by the bell-shaped curve shown below.
AQ scores range from low to high, destructive to constructive. Regardless of where your score lies on the continuum, it can be strengthened. They are: As Paul Stoltz reviews each of the eight questions, use the space below for notes. Welcome back from the break. Prior to the break, you had an opportunity to ask questions pertaining to your AQ score, the research underpinnings of AQ, and other topics addressed in the first half of this presentation.
But just how can AQ be applied in an organization? What specific actions can management take to nurture a high AQ workplace? In this second portion, we will focus on how to apply AQ in a business setting. You will learn about:. Lets first list the applications in which AQ can and has been applied successfully.
Directions There are numerous applications of AQ within an organization. As Paul Stoltz describes the variety of applications, use the space provided for notes.