Employee Psychology

Adapting roles amid organizational change, “invisible” leadership transitions, and new digital olfaction technologies.

Leaders can manage large-scale change by helping employees adapt to new identities, not new tasks.

Leaders can make meetings more effective and less fatiguing by incorporating feedback from their teams.

Voicing your good intentions can help soften how others receive negative feedback.

In this webinar, Jennifer Howard-Grenville shares research on organizational culture and remote working.

Leaders who take care of themselves will also take care of their teams.

Mollie West Duffy and Liz Fosslien contend that smart leaders acknowledge and embrace emotions in the workplace.

Leaders must prove their commitment to diversity by acting on the issue of racism and discrimination.

MIT researcher Kristine Dery shares how to make remote work an opportunity for employees to excel.

Even before the COVID-19 pandemic, traditional education models were poised to be disrupted.

Credibility hinges on perceptions of competence and trustworthiness, drawn from specific behaviors.

Providing language to use in day-to-day encounters with prejudice can help combat gender bias.

Giving people extra time and resources can boost innovation — but only if you match your “slack strategy” to employee type.

Brains are not hardwired to focus simultaneously on day-to-day activities and long-term objectives.

Emotion-sensing technologies can lead to better decisions and alleviate stress — if privacy issues are addressed.

Some women who feel like they won’t “fit” a job description will talk themselves out of wanting it.

Organizations need decision makers with central (and internalized) moral identities.

In certain circumstances, managers are more responsive to suggestions from the opposite gender.

Companies want managers to help employees develop and improve — but many managers don’t know how.

Research confirms that you’ll be less productive if your attention is spread too thin.