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I-O psychology research and practice also includes the work–nonwork interface such as selecting and transitioning into a new career, occupational burnout, unemployment, retirement, and work–family conflict and balance. [10] [11] I-O psychology is one of the 17 recognized professional specialties by the American Psychological Association ...
Work engagement is the "harnessing of organization member's selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances". [1]: 694 Three aspects of work motivation are cognitive, emotional and physical engagement. [2]
Emotions in the workplace play a large role in how an entire organization communicates within itself and to the outside world. "Events at work have real emotional impact on participants. The consequences of emotional states in the workplace, both behaviors and attitudes, have substantial significance for individuals, groups, and society". [1] "
Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations.
Work demands that reflect on personality attributes can depend on tasks, job complexity, relationships, and work stress. The personality attributes most important for your workplace comes down to understanding the organizational work behaviors, characteristics of the jobs, and future strategies of the company. [33]
Trait expression in the workplace is affected by the day-to-day tasks an employee completes, and the specific demands of the job. This idea stems from the concept of operational levels within the workplace. Various responsibilities of an employee determine how they express themselves in the workplace.
Within a specific organization or professional community, professional competency is frequently valued. They are usually the same competencies that must be demonstrated in a job interview. But today there is another way of looking at it: that there are general areas of occupational competency required to retain a post, or earn a promotion.
Thus, he argued, leaders need to work on their inner psychology. None of the older theories successfully addressed the challenge of developing " leadership presence "—that certain "something" in leaders that commands attention, inspires people, wins their trust, and makes followers want to work with them.