Fostering Sustainability in Higher Education: Leveraging Human Behavior in Organizations (Psychology and Our Planet)

Preface
Acknowledgments
Contents
About the Authors
Abbreviations
Chapter 1: Sustainability, Higher Education, and Human Behavior
	1.1 Sustainability Defined
	1.2 The Role of Individuals Within Systems
	1.3 The Role of Higher Education
	1.4 The Psychology of Change
	1.5 Conclusion
	References
Chapter 2: Organizational Culture
	2.1 What Is Organizational Culture?
		2.1.1 Shared Values and Assumptions
		2.1.2 How Do Values Influence Behavior?
			Formal Rules
			Social Norms
		2.1.3 Cultural Artifacts
			Beyond the Artifacts
		2.1.4 Subcultures
	2.2 Why Does a Sustainable Culture Matter?
	2.3 Creating a Sustainability Culture in HEIs
		2.3.1 Signaling Values
		2.3.2 Special Role of Human Resources
	2.4 Conclusion
	References
Chapter 3: Sustainability as a Shared Competency
	3.1 What Is Sustainable Work Behavior?
		3.1.1 Voluntary Behavior
		3.1.2 Work Requirements
		3.1.3 Moving from Individual to Systems Orientation
		3.1.4 Sustainability as a Shared Core Competency
	3.2 Aligning Behavior Through HRM Systems
		3.2.1 Managing Sustainability Performance
		3.2.2 Doing Performance Appraisal Well
	3.3 Conclusion
	References
Chapter 4: Finding and Hiring Sustainability Talent
	4.1 Applicant Recruitment
		4.1.1 Why It Is Important
		4.1.2 How to Do It Well
	4.2 Candidate Selection
		4.2.1 Applications
		4.2.2 Interviews
		4.2.3 Work Samples and Situations
		4.2.4 Psychological Measures
			Personality
			Future Time Perspective (FTP)
			Environmental Internal Locus of Control (ILOC)
			Person-Organization Fit
			Interests
	4.3 Conclusion
	References
Chapter 5: Developing Current Talent
	5.1 New Employee Onboarding
	5.2 What to Train
		5.2.1 Awareness
		5.2.2 Attitudes
		5.2.3 Sustainability Literacy
	5.3 Who Needs Training?
	5.4 How to Train so People Learn
		5.4.1 Psychological Principles
			Attention
			Encoding
			Retention
			Transfer of Training
	5.5 Conclusion
	References
Chapter 6: Unpacking Motivation
	6.1 Internal Forces
		6.1.1 Basic Human Needs
			Competence
			Relatedness
			Autonomy
			Self-Determination
		6.1.2 Deliberate Choices
			Attitudes
			Subjective Norms
			Behavioral Control
	6.2 Situational Forces
		6.2.1 Antecedents
		6.2.2 Consequences
		6.2.3 Habits
	6.3 Conclusion
	References
Chapter 7: Managing Motivation
	7.1 Using Incentives Wisely
	7.2 Magnifying Motivation
		7.2.1 Fairness
		7.2.2 Goal Setting
		7.2.3 Feedback
	7.3 Making Work Meaningful
		7.3.1 Job Characteristics
		7.3.2 Job Crafting
	7.4 Stages of Change
	7.5 Conclusion
	References
Chapter 8: Leadership
	8.1 Defining Leadership
	8.2 Leadership for Sustainability
		8.2.1 Awareness
		8.2.2 Collaboration
		8.2.3 Resources
		8.2.4 Resistance
	8.3 Who Should Be Leading?
		8.3.1 Top-Down
		8.3.2 Bottom-Up
		8.3.3 Middle-Out
	8.4 Leadership Models for Change
		8.4.1 Transformational Leadership
			Idealized Influence
			Inspirational Motivation
			Intellectual Stimulation
			Individualized Consideration
		8.4.2 Authentic Leadership
		8.4.3 Servant Leadership
		8.4.4 Generative Leadership
		8.4.5 Ecological Leadership
		8.4.6 Shared Leadership
		8.4.7 Toxic Leadership
	8.5 Enhancing Sustainability Leadership in HEIs
		8.5.1 Seeking New Leaders
		8.5.2 Developing Current Leaders
			Preparing Leaders for Sustainability Work
			Preparing Sustainability Experts to Lead
	8.6 Conclusion
	References
Chapter 9: Organizational Change
	9.1 Identify Gaps
	9.2 Engage Diverse Stakeholders
	9.3 Communicate Your Vision
	9.4 Enable Human Change
		9.4.1 Ability
		9.4.2 Motivation
		9.4.3 Opportunity
	9.5 Engage Social Networks
	9.6 Experiment
	9.7 Assess Progress
	9.8 Institutionalize Change
	9.9 Conclusion
	References
Chapter 10: This Is Hard
	10.1 Physical and Emotional Tolls of Unsustainability
	10.2 Stress at Work
		10.2.1 Burnout
	10.3 Attitudes and Motivational Experiences at Work
		10.3.1 Job Satisfaction
		10.3.2 Work Engagement
	10.4 Fostering Resilience and Overall Well-Being
	10.5 In Closing: The Ripple Effect of Change
	References
Index