Do You Have the CEO Type Personality?


Publication: Journal of Business and Psychology, 2016
Article: Distinguishing CEOs from Top Level Management: A Profile Analysis of Individual Differences, Career Paths, and Demographics
Reviewed by: Ashlyn Patterson

Chief Executive Officers (CEOs) hold unique positions in their organizations. They are ultimately responsible for decisions that are made and strategies that are executed. They are, however, not alone. Members of top management teams work with the CEO and are highly influential and essential to organizational effectiveness. Both the CEO and top management teams work together to ensure that the business succeeds. What separates a CEO from other top managers? Recent research (Booth, Murray, Overduin, Matthews & Furnham, 2016) explored cognitive, personality, and career path differences to understand if a “CEO type” exists.

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Moral Objection: What Happens When You Stand up to Wrongdoing?


Publication: Journal of Applied Psychology (2016)
Article: When are Do-Gooders Treated Badly? Legitimate Power, Role Expectations, and Reactions to Moral Objection in Organizations
Reviewed by: Ben Sher

Moral objection is when we see someone doing something wrong or unethical and we stand up to that person in protest. Because unethical behavior such as bullying, discrimination, or financial crimes occurs so regularly in the workplace, employees are often in position to engage in moral objection. Sometimes employees may be reluctant to speak up for fear of counter-bullying or other formal or informal sanctions that may be used against them in retaliation. Yet, at other times, employees may take principled action and will be seen as heroes for standing up to wrongdoing. What motivates these two dissimilar responses to people who morally object?

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A Snapshot of SIOP 2016 (Pt. 1) – Employee Success

Last month, I-O Psychologists convened in sunny California to share the latest cutting-edge research and plot to take over the world.  In both regards, the 31st annual conference of the Society for Industrial Organizational Psychology (SIOP) was a huge success.  

But don’t worry if you didn’t make it, IOatWork is bringing SIOP to you!  We’ve partnered with numerous SIOP presenters, and they’ve provided us with the nitty-gritty on some of the very best presentations, which we now offer to you in a multi-part series.  

So buckle up!  

For the first time ever, SIOP is coming straight into your home or workplace—kind of like a peer-reviewed Kool-Aid Man.  

We hope you enjoy!

Happy Holidays from I/O at Work!

Thank you to all of our readers for our continued success in 2014, and we look forward to bringing you another year of fascinating content in 2015. Check back in early January to keep up with the latest-breaking I/O psychology research.

-The I/O at Work Team

Happy-Holiday-2014

Specific Cognitive Abilities Can Benefit Selection Programs


Publication: Journal of Applied Psychology
Article: Examining the incremental validity and relative importance of specific cognitive abilities in a training context.
Reviewed by: Andrew Morris

Organizations oftentimes use specific cognitive abilities to help select people for jobs. Selection itself is important because organizations can sometimes waste millions of dollars in training people who don’t have the right aptitude, aren’t motivated, or who don’t fit minimum requirements for the job. When an organization selects employees, it often uses an assessment process to try and find the “right people.” This assessment often involves tests of general cognitive ability, which is basically what we’d consider overall intelligence. What if organizations could fine tune these processes so that they were more successful in identifying those who may succeed in a training context or in a job? Recent research findings offer a possible way to do this.

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Teamwork- How Team Personality Influences Individual Behaviors

In most work places, teamwork is a common feature that can have many benefits for organizational productivity and competitiveness.

But not all group dynamics are helpful or add value, so a fair bit of research has been done on the behaviors that produce desired outcomes. Much of it has looked at how someone’s personality affects whether they would be helpful or not. But few researchers have looked at the impact “team personality” has on individual actions.

The team of researchers behind a new study on teamwork and cooperation sought to examine the extent to which group dynamics ultimately influence individual behaviors.

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Top 5 Most Popular Article Reviews – June 2014

Check out I/O AT WORK’s Top 5 most popular article reviews for June 2014 on Diversity, Stereotypes, Work Teams, Deceptive Candidates and more!

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Are You Promoting Work Engagement, or Workaholism?


Publication: Social Behavior and Personality (November, 2013)
Article: The Differences Between Work Engagement and Workaholism, and Organizational Outcomes: An Integrative Model
Reviewed by: Mary Alice Crowe-Taylor, Ph.D.

All business organizations want their employees to be highly involved in their work (which is also known as Work Engagement), but not obsessive-compulsive about it (a.k.a. Workaholism).

Unchecked workaholism can eventually lead employees to burnout, inclinations to leave the company, and other behaviors that put good organizational citizenship at risk.

But how can organization leaders spot the difference between healthy and unhealthy levels of work engagement, and encourage employees towards the former? In “The Differences Between Work Engagement and Workaholism, and Organizational Outcomes: An Integrative Model,” author Youngkeun Choi offers some guidance.

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How Power Distance Agreement Improves Performance in the Workplace


Publication: Journal of Applied Psychology, November 2013
Article: Leader–Team Congruence in Power Distance Values and Team Effectiveness: The Mediating Role of Procedural Justice Climate
Reviewed by: Ben Sher

Research in I-O psychology suggests that, when leaders and their employees share similar attitudes about how work should be done, it creates positive outcomes in the workplace.

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What’s Missing from the Research on Work-Family Balance?


Publication: Industrial and Organizational Psychology: Perspectives on Science and Practice (April, 2011)
Article: How Work-Family Research Can Finally Have An Impact on Organizations
Reviewed by: Nupur Deshpande

Although research on work–family balance has continued to grow and develop in recent years, there is a notable gap between what we know and what actually gets implemented in the workplace. Initially it was a field that focused on women and minorities as they began to join the workforce; however, in the modern era, work-family research has gone through quite a bit of evolution. As companies began to offer work-family related perks in an effort by human resource management to make their companies more attractive to employees, work-family balance began to become a vital part of any discussion regarding benefits and productivity. The term family now holds many more meanings than it did before, and the phrase work-family balance is being replaced in many discussions with work-life balance, so as to include a broader spectrum of non-work and personal roles held by employees at various stages of personal, social, and professional development.

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