Article2005

Composing The Reflected Best-Self Portrait: Building Pathways For Becoming Extraordinary In Work Organizations

Laura Morgan Roberts · Jane E. Dutton · Gretchen Marie Spreitzer · Emily Dunham Heaphy · Robert E. Quinn

388 citations0/0 files storedAcademy of Management Review

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Human Resource Development and Performance Evaluation Job Satisfaction and Organizational Behavior Organizational Management and Change

Abstract

We present a theory of how individuals compose their reflected best-self portrait, which we define as a changing self-knowledge structure about who one is at one's best. We posit that people compose their reflected best-self portrait through social experiences that draw on intrapsychic and interpersonal resources. By weaving together microlevel theories of personal change and macrolevel theories of human resource development, our theory reveals an important means by which work organizations affect people's capacity to realize their potential.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1983Experiential Learning : Experience as the Source of Learning and Development 1985Economic Action and Social Structure: The Problem of Embeddedness 1988Social Capital in the Creation of Human Capital 1956The Presentation of Self in Everyday Life.1975Judgment under Uncertainty: Heuristics and Biases 1995The need to belong: Desire for interpersonal attachments as a fundamental human motivation.

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