Predicting vulnerability to hopelessness: a longitudinal analysis
Article Abstract:
Research has shown that hopelessness is a reliable predictor of suicidal thought and behavior. In order to understand the factors that contribute to hopelessness and to determine the interactive effects of those factors under stressful circumstances, 178 university students were studied. At the beginning of the spring semester, they were given different scales to measure hopelessness, emotional alienation and loneliness, cognitive distortion (e.g., irrational beliefs), adaptive (coping) resources, and reasons for living. Six-weeks later, just prior to mid-term exams, the same students were given measures of cumulative negative life stress and depression, and asked to re-take the hopelessness-measuring test. Data analysis demonstrated that interactions between loneliness, irrational beliefs and lack of reasons for living proved to be significant predictors of increasing hopelessness under stressful conditions. Degree of depression did not significantly interact with the other factors to predict hopelessness. Since this was an exploratory study which did not include an experimental control group, assumptions about cause and effect cannot be assumed. It is also not known whether the stress suffered by students taking exams can be generalized to stressors in other populations. However, the findings suggest that therapeutic interventions aimed at modifying hopelessness should target emotional alienation and cognitive distortions. (Consumer Summary produced by Reliance Medical Information, Inc.)
Publication Name: Journal of Nervous and Mental Disease
Subject: Psychology and mental health
ISSN: 0022-3018
Year: 1991
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Identifying competencies with Behavioral-Event Interviews
Article Abstract:
The Behavioral Event Interview (BEI) was based on the critical-incident review developed by Flanagan in 1954 and formalized by Daly in 1971. BEI is the most flexible method of uncovering differences between two types of business executives. These persons may be categorized as outstanding (O) as judged by other knowledgeable people or typical (T). This is done because people agree more readily on who is outstanding rather than what makes them outstanding. The O group belongs to the top 5% to 10% of executives while the T group belongs to the next 11% to 25% of executives.
Publication Name: Psychological Science
Subject: Psychology and mental health
ISSN: 0956-7976
Year: 1998
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