How does fiction inform working lives? An exploration of the roles of empathy and social sustainability

This chapter discusses the relationships between fiction and working lives through exploring the roles of empathy and sustainability in how people read and perceive fiction in relation to their own private and working lives. It discusses how fiction experience may cause an empathic reaction in the reader, subsequently leading to behaviors contributing to greater social sustainability at work. The chapter problematizes some notions manifesting within these relationships by discussing how ideology infiltrates both the understanding of concepts themselves as well as how they relate to each other. Hence, it thereby discusses the multilevel nature of fiction, such that the individual experience of fiction by a reader has effects on their behavior but is influenced by ideological beliefs about society which are largely implicit to the reader herself. It thereby explains why fiction does not always enhance empathy. Using the distinction between aesthetic and ethical good, the chapter eludicates how fiction may sustain an ideologicalized version of empathy, and thus sustaining contemporary practices in the workplace and the economic system itself. The chapter finishes with an exploration of how fiction may enable a reader to become aware of ideology, thereby opening possibilities to achieve more viable forms of social sustainability

Neoliberal ideology in work and organizational psychology

This paper explores the role of neoliberal ideology in workplace practices and in work and organizational psychology (WOP) research. It analyzes how neoliberal ideology manifests in these two domains by using a prominent framework from the field of political theory to understand ideology through three different logics: political, social, and fantasmatic logics. We explore the main neoliberal assumptions underlying existing practices in the workplace as well as in WOP research, how individuals are gripped by such practices, and how the status quo is maintained. The paper analyzes how individuals in the contemporary workplace are henceforth influenced by neoliberalism, and how this is reflected in the practices and dominant paradigms within WOP. In particular, we focus on three ways neoliberalism affects workplaces and individual experiences of the workplace: through instrumentality, individualism, and competition. The paper finishes with practical recommendations for researchers and practitioners alike on how to devote more attention to the, often implicit, role of neoliberal ideology in their work and research. The discussion elaborates on how alternative paradigms in the workplace can be developed which address the downsides of neoliberalism

Manifesto for the future of work and organizational psychology

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (seewww.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is openand never“finished.”It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties,such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us

Psychological Capital

This entry discusses ‘psychological capital’ and critically examines the prevailing research discourse surrounding the concept within the fields of Work and Organizational Psychology, and Organizational Behavior. It highlights the limitations of the current research approach, which tends to individualize and instrumentalize psychological capital, focusing on dominant groups' experiences and disregarding the influence of broader societal structures and contexts. The entry discusses novel work introducing a socio-psychological perspective that considers collective processes and social inequalities shaping psychological capital development. The article calls for interdisciplinary dialogues to bridge the gap between various strands of literature on hope, optimism, resilience and self-efficacy, the constituents of psychological capital. It concludes by urging a shift towards a counter-framework that prioritizes societal well-being, social justice, and the eradication of inequalities in an beyond organizations

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INST: L_11

Ideology in Work and Organizational Psychology: The responsibility of the researcher

This is a rejoinder to the commentaries on our paper on neoliberalism in work and organizational psychology. In this rejoinder, we provide a summarized response to the commentaries, thereby highlighting three main points: 1) when, where and how does neoliberalism manifest in society and our work as Work and Organizational Psychologists, 2) what is our duty as work and organizational psychologists toward society and our own work, and 3) what do we recommend on the basis of the exchange with the commentators on our paper

Task complexity and transformational leadership:The mediating role of leaders' state core self-evaluations

While substantial scholarly attention has been paid to the beneficial consequences of transformational leadership and the conditions in which this leadership style is most effective, there is a remarkable shortage of research on the contextual antecedents of transformational leadership behavior itself. To address this gap, a laboratory experiment was conducted in which we tested the relationship between task complexity and the emergence of transformational leadership behavior. In this experiment, 111 participants were divided in groups of three (comprising one leader and two subordinates), and were instructed to solve three decision-making tasks with varying levels of task complexity. Results indicated that task complexity was negatively related to transformational leadership behavior, and that this relationship was partially mediated by the leader's state core self-evaluations. In other words, when leaders encounter tasks that are overwhelmingly complex, they act in less transformational ways because they momentarily lack the psychological resources to do so. Limitations and future research directions are discussed

The cognitive-behavioral system of leadership: cognitive antecedents of active and passive leadership behaviors

In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders’ active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders’ stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), while their variable, momentary behaviors are explained by the leaders’ momentary appraisals of themselves, others, and the world (specific evaluations). By introducing interactions between the situation the leader enters, the leader’s beliefs, appraisals, and behavior, we propose a comprehensive system of cognitive mechanisms that underlie active and passive leadership behavior.status: publishe

Personalities in sync:The covariation of psychological resources in leader–follower dyads

Based on a two-week daily diary study of 31 leader–follower dyads, this article demonstrates that within-person variation in the leader’s level of state core self-evaluations is associated with within-person variation in the follower’s level of state core self-evaluations. Moreover, we provide tentative evidence that this crossover effect might be mediated by transformational leadership behavior. Our study contributes to personality and leadership research by exploring within-leader, within-follower, and within-dyad personality processes. By showing that the personality states of leader and follower fluctuate in sync, we shed light on a new way in which leaders and followers connect