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This examination of self-acceptance aligns with SJT's focus on how people internalize social norms and how that affects how they behave. [ 17 ] All things considered, "Kinky Boots" offers a wealth of illustrations that show how social judgment theory functions within the framework of social norms, personal identity, and interpersonal relationships.
Self-acceptance is an element of self-compassion that involves accepting oneself for who and what they are. Self-acceptance differs from self-esteem in that self-esteem involves globally evaluating one's worth. Self-acceptance means accepting the self despite flaws, weaknesses, and negative evaluations from others. [48]
According to Shepard, self-acceptance is an individual's satisfaction or happiness with oneself, and is thought to be necessary for good mental health. Self-acceptance involves self-understanding, a realistic, albeit subjective, awareness of one's strengths and weaknesses.
Acceptance is a core element of acceptance and commitment therapy (ACT) and cognitive behavioral therapy (CBT). In this context, acceptance is a process that involves actively contacting psychological internal experiences (emotions, sensations, urges, flashbacks, and other private events) directly, fully, without reacting or becoming defensive.
Unconditional positive regard, a concept initially developed by Stanley Standal in 1954, [1] later expanded and popularized by the humanistic psychologist Carl Rogers in 1956, is the basic acceptance and support of a person regardless of what the person says or does, especially in the context of client-centred therapy. [2]
The goals of self-management are to improve performance by granting workers greater autonomy in their day-to-day operations, boosting morale, reducing alienation and eliminating exploitation when paired with employee ownership. [3] An enterprise that is self-managed is referred to as a labour-managed firm.
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The self-efficacy and work performance literatures are helpful in distinguishing some of the other constituents necessary to develop a work self-efficacy scale. We know, for example, that it is not sufficient to "empower" workers and expect improved work performance without considering individual differences that might be differentiated by self ...