Should leaders be humble or proud? Surprisingly, humble leaders inspire others to be humble as well—their humble behavior is actually contagious. Not only that, but a humble team will focus more on promotion and perform better. Leaders show humility by accepting employees’ ideas, pointing out their strengths, and being able to accurately assess their own strengths and weaknesses.
The concept of servant leadership is becoming increasingly popular, especially in the service industry. Multiple studies have found that servant leadership is positively related to individual and organizational outcomes such as performance and organizational citizenship behavior, which is when employees go beyond their formal job requirements to help the organization.However, curious people may still wonder how servant leadership produces these positive outcomes. The lack of understanding of how servant leadership leads to these positive effects can make it difficult for organizations to implement this leadership practice and to fully enjoy its benefits.
New research (Liden, Wayne, Liao, & Meuser, 2014) has found that servant leadership leads to favorable individual and organizational outcomes through fostering a serving culture and enhancing employees’ sense of identification with their organization.
Organizations often give top performing employees developmental job experience in order to prepare them for the next level. These experiences are useful for enhancing managerial skills, and employees with a preference for learning new things are likely to reap more benefits from them. However, research on the benefits of developmental experience shows mixed results.
Job titles serve important functions in organizations. They help with job categorization, communicate qualifications, and facilitate the development of initial trust in team collaboration.
For employees, job titles are the first information we communicate to prospective clients, new acquaintances, and the outside world in general. They indicate certain competencies and status, recognize contribution, and engender pride in identity. However, job titles can also cause frustration if they fail to convey such information, or if they highlight stigmatized aspects of the jobs.
In recent years the topic of Corporate Social Performance (CSP) has become increasingly of interest to major corporations.
It’s becoming more important for organizations to have a social presence, display their dedication to the community and adopt positive practices that go beyond the company’s bottom line. Some may wonder just how important corporate social performance actually is to a company’s stakeholders.
Hiring professionals may often wonder, what is the best way to conduct a job interview? New research offers an important tip that may make applicant evaluations more accurate. During our first meetings with potential clients, investors, colleagues or romantic partners, our initial impressions and appraisal of their character influence the judgments we make about them. But at the same time we’re evaluating others, we’re often ”selling” ourselves, or making ourselves seem more attractive.
Most of us want the respect and benefits that come with high status positions and professions. But we seldom think of the costs associated with this status.
A recent study investigates how losing that status can have detrimental effects, highlighting the implications that even a slight decline in performance can have.
More and more organizations these days are sending employees on international assignments. This can have many benefits for these organizations, and can be exciting for the individual.
But not everyone proves successful in integrating into foreign cultures, which affects their work and can ultimately lead to major losses for organizations.
The dynamic workplace of today requires employees to take on less-formalized tasks. As a result, traditional views of leadership that center on task proficiency may no longer be effective.
Proactive behaviors– those involving taking charge, voicing issues, and initiating change– may have newfound value in organizations. Therefore, this study examined how empowering and directive leadership styles influence employee task and proactive behaviors.
When we think of powerful leaders, we often imagine people who can get others to do what they wish. After all, power and leadership, by definition, involve the capacity to control or influence the behaviors of others. However, this study by Tost and Larrick shows that having more powerful leaders can actually harm team performance.
These days almost everyone agrees on the importance of diversity. When people of different backgrounds and ways of thinking come together with a common goal, they can achieve the unthinkable and make possible the seemingly impossible. While many organizations are taking a bottom-up approach to increasing diversity at their firms, e.g. diversity campus recruiting and new hire mentoring programs, it’s at least as important that they work to promote a culture of diversity among their senior leadership as well.
Currently, the I/O community seems to be abuzz dispelling myths and commonly held misperceptions about individual differences as they relate to “the Big Five” personality dimensions. The recent release of Susan Cain’s book, Quiet: The Power of Introverts in a World That Can’t Stop Talking, has now made it cooler than ever to be an introvert, and I/Os are stepping up their efforts to provide emperical proof that introverts indeed “have got it goin’ on.”
The present research by Bendersky & Shah (2013) not only builds on research regarding ‘the dark sides of extraversion,’ but also adds to existing literature on “the bright sides of neuroticism.” Yes. You read that correctly. For all of you highly emotional, anxious people out there, this one’s for you.
Team building is one of the hottest and most studied topics in the world of I/O psychology today. More and more organizations are beginning to realize and benefit from the synergies that result when people pool their knowledge, skills, resources, and creative efforts to achieve a common goal. What’s the secret to building effective work teams? Well, as anyone who has ever worked in a group setting will tell you, a team is only as good as its leader.
Creativity is an interesting thing. It tends to strike people differently at different times. For me, I am most creative in the air; generally while enjoying my micro-pretzels from Delta.
But creativity is completely useless unless you can make your ideas a reality. In my job, I am lucky that I have a cool boss who lets me bring my weird, atypical ideas to life. (I’m also hoping I get props from my boss for calling her “cool” in print.)
According to a meta-analytic review by Kaifeng Jiang of Rutgers, David P. Lepak of Rutgers, Jia Hu of Notre Dame and Judith C. Baer of Rutgers, human resource management matters for organizational outcomes. In this study, human resource management is divided into three dimensions: skill-enhancing human resource (HR) practices, motivation-enhancing HR practices, and opportunity-enhancing HR practices.
In today’s economy, U.S. workers are less likely to be making something and more likely to be providing some of kind service to customers or clients. A concept that is gaining attention for many studying or working in the service industry is the idea of emotional labor, or the demand placed on service workers to mask self-expression by following company scripts and procedures when interacting with customers. Of course, we must all exhibit some self-control in our jobs, but not being able to express one’s true self, or being “inauthentic”, as is the case with many service jobs, can have meaningful well-being consequences for individuals.
Companies that alter their strategy at consistent times and for consistent durations perform better than those who make these changes in a less predictable manner, according to a study by Patricia Klarner of the University of Munich & Sebastian Raisch of the University of Geneva.