REBT in the Workplace

Abstract

Albert Ellis was always ahead of his time. This is no more in evidence than in the longevity and currency of his theory and practice of REBT in the workplace. Those of us who consult, train and coach in organizations are indebted to his pioneering work best represented in his 1972 book, Executive Leadership, where he spelled out the importance of leaders recognizing and overcoming psychological barriers to their effectiveness (e.g., procrastination, indecisiveness) as well as experiencing high levels of mental health and wellbeing. Fifty years ago, Ellis recognized that for leaders to lead effectively and for managers to manage efficiently, rationality was a way of viewing their world and responding to problems and challenges that has a positive impact not only on bottom lines (e.g., profit, performance) but also on wellbeing and mental health.