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Summary of Services
At InterConnections, LLC, the focus of our practice is to help organizations in their efforts to build a positive employee relations climate, eliminate counterproductive work behaviors, and create cultures of respect. In support of this focus, our consulting work centers around three key services: (1) Executive Coaching for Leaders and Managers; (2) HR Investigations, including employee misconduct, allegations of sexual harassment, and toxic workplace environments; and (3) HR Consulting, including executive and board-level performance evaluations, and the development of HR professionals and the HR function
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Your Employees Are Not Criminals . . . So Why Treat Them That Way?
Teresa A Daniel, JD, PhD Dean & Professor-Human Resource Leadership Program at Sullivan University Originally published on linkedIn Every company has work rules and expected standards of conduct. Unfortunately, employees do not always live up to those standards resulting in a unilateral decision to part ways. Adding to the stress and emotion that an employee is likely to feel when notified of the termination decision, all too often employers also put them through a somewhat barbaric and humiliating “walk of shame”. You know what I am talking about (and no, it is not the morning after a college fraternity party). You have likely seen it happen at work or even…
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WKYT Kentucky TV: Dr. Teresa Daniel on Workplace Bullying
WKYT Kentucky TV interviews Dr. Teresa Daniel on Workplace Bullying
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WHAS11 TV: Dr. Teresa Daniel, Workplace Bullying Interview
Dr. Earlier this week WHAS11 News interviewed Sullivan University’s Dr. Teresa Daniel about her recent contribution to an article about workplace bullying in Redbook Magazine. Dr. Daniel is the Dean of the Human Resource Leadership Program and expert in workplace bullying. Find more about our Human Resource Leadership program here: https://sullivan.edu/hr-leadership-rfi/ alternate
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Sullivan University dean recognized as thought leader on workplace bullying
Dr. Teresa Daniel is recognized for her work on workplace bullying. Sullivan University dean recognized as thought leader on workplace bullying “It’s important for women to know that they don’t have to take it anymore,” Dr. Daniel, who is also an employment lawyer, says in the article. “I think the changes we are seeing with respect to sexual harassment after the #MeToo movement are going to spill over.” “Women are becoming more vocal because for the first time they have some confidence that they will be believed,” she said. “The atmosphere is changing, and corporations will hopefully realize they can’t tolerate any kind of bad behavior at work and will…
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DR. DANIEL, QUOTED IN REDBOOK: Sullivan University
DANIEL, PH.D., AN EMPLOYMENT LAWYER AND DEAN OF THE HUMAN RESOURCE LEADERSHIP PROGRAM AT SULLIVAN UNIVERSITY IN LOUISVILLE, KENTUCKY IS QUOTED IN REDBOOK WOMEN NEED TO KNOW THEY DON’T HAVE TO TAKE BULLYING IN THE WORKPLACE Last year, 19.5 million American women were bullied at work. Infuriatingly, there wasn’t much they could do about it. Let’s all help change that. Redbook and TLC Network are teaming up to honor heroes fighting bullying in their communities. Here’s what three of our “Give a Little TLC” award recipients want you to know. My inbox was flooded — overflowing with incoming mail. I’d put out the call to a handful of experts and…
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Are You a Toxic Leader or Just a Tough Boss?
By Teresa A. Daniel, JD, PhD and Gary S. Metcalf, PhD As scholar-practitioners, this question has consumed our research agenda for the past several years. In an attempt to find answers, we have completed studies both in the corporate sector [i] and in a military environment (in this case, the U.S. Army). [ii] But what is it that toxic leaders do and why, you might be asking, should anyone care? Isn’t this just the newest buzzword in a long line of “hot” topics? Toxic Leaders—Who They Are and What They Do Whether they are labeled as toxic leaders (in a military context) or workplace bullies (in a corporate environment), they…
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Workplace Bullying in American Organizations
For nearly two decades now, management experts, scholars, practitioners, and authors of popular business books have urged American employers to treat their employees with respect, engage in open dialogue, eliminate fear, and encourage employee input and feedback. At the same time, employers have also been encouraged to lead their organizations toward the creation of a fair and respectful culture—one that includes fairness, civility, and dignity for the employees who work there through effective leadership, employment policies, benefit programs, internal communication, and the like (Daniel & Metcalf, 2001; Daniel, 2003a, Daniel, 2003b; Daniel, 2006; Daniel, 2009b; Deming, 1982, 2000; Drucker, 1992; Goldsmith et al., 2003; Hartling & Sparks, 2002; Hornstein, 1996,…