Dr Elisabeth Wilson-Evered

Biography Academic qualifications include BA (Psychology), Victoria University, Wellington NZ, 1979 MA (Prelim), University of Melbourne, 1983 Master of Organisational Psychology, University of Queensland, 1995 Diploma in Project Management, 2002 PhD, Monash, 2003 Graduate Certificate in Higher Education, Monash University, 2006

I derive great enjoyment and growth from teaching contemporary organizational psychology and organizational change and development at Masters and Doctorate levels. My passion is for science-practice and providing industry and commerce with the highest skilled knowledge workers in the domain of organizational psychology. This role is most fulfilling and I have been engaged in the development of professional organizational psychologists for over 10 years.

Most excitement in my career comes with conducting applied research that can be translated to practice and that makes a difference. I have been lucky to gain major success in funding large scale applied research projects and at the moment have two significant initiatives in the health care and business sectors identifying critical factors in identifying, developing, measuring and predicting leadership capability, succession and promotion, leadership of diverse professional groups teamworking, innovation, performance and effectiveness.

Before becoming a full time academic at Monash University in 2003, I undertook a number of major organisational projects focusing on leadership capability, leadership development, culture and climate change, values based change, mergers and acquisitions and Enterprise Resource Planning (ERP) implementation. Leading organizational change initiatives has been a key focus of my roles and being qualified and registered as a project manager has enhanced my Industrial/Oranizational (I/O) applied psychology skills. A large number of initiatives have been successfully completed including strategy formation, strategic planning and management initiatives, team development and performance improvement, and programs to improve organizational health and individual well-being. I enjoy variety, change and challenge and particularly relish the successful pursuit of improbable goals where the majority prevailing opinion is doubt, resistance and "it can't be done!" All my achievements have been supported and enabled by superbly talented project staff, terrific mentors and believing and loving family and friends.

Email Dr Elisabeth Wilson-Evered

Professional Activities

Registered Psychologist (Victoria and Queensland)

• Australian Psychological Society
• College of Organisational Psychologists, Australian Psychological Society
• Australian Institute of Project Management (AIPM)
• United States Academy of Management
• British Academy of Management
• Australian and New Zealand Academy of Management
• Society of Industrial and Organizational Psychologists
• Invited Member, Practice Committee, Health Care Management Division Academy of Management

• Current National Executive member, College of Organisational Psychologists
• Current Treasurer, APS National Executive College of Organisational Psychologists
• Past Membership Secretary APS National Executive, College of Organizational Psychology
• Past Treasurer, Army Sailing Club, Brisbane
• Past Treasurer, Queensland Australasian Society of Traumatic Stress Studies and Queensland Branch of the Australian Critical Incident Stress Association
• Past Queensland President, Australasian Society of Traumatic Stress Studies

Invited presentations have been given to community groups, non-government benevolent societies on work place effectiveness, teams, leadership, innovation, psychological trauma, youth suicide, child abuse, psychological assessment, managing stress at work, organisational health, well-being in the workplace, organisational defences and harmonising the workforce.

Research Interests

My passion for research flourishes in the rich domains of leadership, innovation, creativity and team working. A particular focus is on predictors and consequences of leadership and viewing this complex topic from a number of angles, abilities, personality, behaviours and experience. My research focuses on determining the impact of leadership and contexts (climates for development, innovation, teamworking, change, strategic Human Resource Development) on outcomes at the individual, group, and business levels. Our research group is exploring models of leadership and business performance and testing the impact of talent management systems (assessment, position, competencies, mentoring, and development activities) on outcomes. I am also exploring the topic of succession management and generational difference in leadership impact and experience.

I have a long and deeply sustained interest in health care research; particularly focussing on leadership, team processes, and organizational factors in determining the performance and effectiveness of multidisciplinary team working. I have been successful in gaining a number of major grants that have supported my research over the past 10 years. Emerging interests are in team and leadership competencies in multidisciplinary team working and their capability to manage change, develop and retain staff, promote innovation, and the uptake of new models of care and workforce strategies in a highly constrained (HR, economic and resourcing), politicized, and high demand context. Work from my recent Discovery Grant has led to some important findings that have significant application for managing contemporary and future challenges in the health care sector.

Postgraduate Research Projects

• Foster, S. A Multidisciplinary approach to assess readiness for change in Enterprise System Implementations: A Humanistic and Social Sciences perspective.
• Read, J. Examining the contribution of authenticity to leadership, followership and organisational outcomes - Developing and testing a model of Leader Authenticity.

• Bloxsome, T. Perceived overqualification: A review of its consequences and the role of met and unmet expectations and perceived breach in the psychological contract.
• Bryant, Y. Leadership and innovation: The importance of the mediating role of group affect.
• Page, F. Team positive psychological capital: An emergent state.

• Iacobucci, V. Transformational leadership and manager performance: Explicating the role of Human Resource Management strategies.
• McGrath, P. Generational differences in the experience and impact of transformational leadership.
• Reid, S. The relationship between emotional intelligence, organisational climate, and work outcomes.
• Smit, I. Expatriate adjustment: Explaining the mediating role of acculturation strategies on the relationship between personality and work outcomes.
• Vas, N. Predicting multidisciplinary team performance: The importance of shared leadership and team processes.

• Craig, E. Vocational rehabilitation: The interaction among individual differences and moderating factors on outcomes.

• Tan, L. (2005). Transformational Leadership and team outcomes: The importance of reflexivity, task focus, and a shared mental model.
• Ly, C. (2005). Employee morale: Explicating the role of transformational leaders, gender and team processes.
• Di Giovani, J. (current). The influence of HRD opportunities and individual differences on retention and promotability.

• Carroll, S. (2004). Upward trust, group identity and intra-group trust as mediators of transformational leadership outcomes.
• Hinduan, R. (2004). The moderating effects of openness to change on the relationship between transformation leadership style and work-related outcomes following organisational merger.
• Jarrott, L. (2005). Transformational leadership and perceived effectiveness: The role of leadership integrity.
• Lee, F. (2005). Dispositional and situational predictors of individual well-being and contextual performance in the workplace.
• Papageorgiou, V. (2004). Promoting organisational citizenship behaviours: What is more important - employees' emotional intelligence or perceptions of the organisational climate?
• Popovic, M. (2005). An examination of the relationship between emotional intelligence, transformational leadership and leadership effectiveness.
• Wittwer, W. (2005). Contextual and dispositional influences on work attitudes and outcomes: The role of organisational climate, affect and personality in predicting job satisfaction, organisational commitment, performance, and turnover.

Teaching

• Contemporary Organisational Psychology (MOP5062)
• Organisational Change and Development (MOP6090)
• Professional Placement (MOP5042)

Grant Support

• Research on Leadership Succession (2004, $660K), First Chief Investigator (with Professor Grahame Coleman)
• Australian Research Council Grant, Diverse Teams in Health Care: Problem or Cure? (2004-2007, $165K), First Chief Investigator (with C.E.J. Härtel (CI), and partners M. West, M. van Engen, L. Powell)
• GWAIL for Leadership Development Project (2004-2005, $120K), Chief Investigator (with Professor Grahame Coleman)
• Centre for Organizational Research (Development of Consultancy Project)
• Medibank Private, Literature Review (2005, $7.5K), Chief Investigators Simon Moss and Elisabeth Wilson-Evered
• RBWH Nutrition and Dietetics Staff Survey (2005, $2K), Chief Investigator (with Jenny Neale)
• Monash University Research Office, Change Management Workshop (2005 $2K), Chief Investigator (with Tracey Bloxsome)
• ePredix, Survey Development (2005, $15K), Project Leader (Research Advisor Simon Albrecht, Project Manager Tristan Shelton)
• Strategic Partnership in Industry, Research and Training (SPIRT); Merger, integration and redevelopment of Royal Brisbane and Royal Women's Hospitals and Health Service Districts (2000-2003, $150K), Industry Consultant (Chief Investigator Professor D.J. Terry)
• Queensland Government, Office of the Public Service Commissioner, Values based cultural integration during a hospital merger: Royal Brisbane and Royal Women's Hospitals and Health Service Districts (1998, $20K)
• Brisbane North Regional Health Authority, Queensland Government Occupational Stress Project (1995-1996, $24.5K)
• Queensland Government, Office of the Public Service Commission (now Department of Industrial Relations), Mergers and climate improvement (1999, $5K)
• Queensland Government, Royal Brisbane and Royal Women's Hospitals and Health Service Districts, Longitudinal study of climate and morale and the design and impact of interventions at the Royal Women's Hospital, Queensland Health (1997-1998, $170K)
• Queensland Clinical Genetics Services (Queensland Health), Group development and impact of interventions (1996, $14.5K)

Publications

Refereed Journals
Wilson-Evered E., Härtel, C.E.J., & Neale, M. (2001). A Longitudinal study of workgroup innovation: The importance of transformational leadership. In Advances in health care management: Vol. 2 (pp. 315-340). Elsevier Science.

Wilson-Evered, E., & Stanley, G. (1986). Stress and arousal during pregnancy and childbirth. British Journal of Medical Psychology, 59, 57-60.

Morgan, D.J., Paull, J.D., Richmond, B.H., Wilson-Evered, E., & Ziccone, S.P. (1986). Pharmacokinetics of oral and intravenous salbutamol and its sulphate conjugate. British Journal of Clinical Pharmacology, 22, 587-593.

Book Chapters
Wilson-Evered E., Härtel, C.E.H., & Neal, M. (2004). Leadership and innovation surfacing synergies among theories and constructs. In A. Ghobadian, N. O'Regan, D. Gallear, & H. Viney (Eds.), Strategy and performance: Achieving competitive advantage in the global market place. Basingstoke: Palgrave Macmillan.

Wilson-Evered E., & Härtel, C.E.J. (2001). Creating a climate for innovation: A participative approach. In S. Sankaran, B. Dick, A. Davis, & P. Swepson (Eds). Effective change management through action research and action learning: Experiences in the Asia Pacific. Lismore, NSW: Southern Cross University Press.

Wilson-Evered E., Dall, P., & Neale, M. (2001). The influence of leadership on innovation at work. In K.W. Parry (Ed). Leadership in the antipodes: Findings, implications and a leader profile. Wellington, NZ: Institute of Policy Studies and Centre for the Study of Leadership.

Griffin, M.A., Hart, P.M., & Wilson-Evered, E. (2000). Using employee opinion surveys to improve organisational health. In L.R. Murphy & C.L. Cooper (Eds.), Healthy and productive work: An international perspective (pp. 15-36), London: Taylor and Francis.

International Refereed Conference Papers
Wittwer, W., & Wilson-Evered, E. (2006). Climate and personality as predictors of employee satisfaction, commitment, performance, and turnover. Annual Meeting of the US Academy of Management. Atlanta, GA.

Lee, F., & Wilson-Evered, E. (2006). Dispositional and situational predictors of individual well-being and contextual performance in the workplace. Annual Meeting of the British Academy of Management. Belfast, Ireland.

Jarrott, L., & Wilson-Evered, E. (2006). Transformational leadership and perceived effectiveness: The role of leadership integrity. British Academy of Management. Belfast, Ireland.

Ly, C., & Wilson-Evered, E. (2006). Employee morale: Explicating the role of transformational leaders, gender and team processes. 2006 Joint Conference of the Australian Psychological Society and the New Zealand Psychological Society. Auckland, New Zealand.

Full list of Publications