Have you ever been cut off in traffic by another driver, leaving you still seething miles later? Or been interrupted by a colleague in a meeting, and found yourself replaying the event in your head even after you’ve left work for the day? Minor rude events like this happen all the time, and you may be surprised by the magnitude of the effects they have on our decision-making and functioning.
Journal of Applied Psychology
When employees feel comfortable speaking up at work with new ideas or concerns, it benefits the team and the organization. But managers want employees to share those thoughts in one-on-one settings – not public meetings – because they want to save face, finds new research from Maryland Smith’s Subra Tangirala.
Women don’t speak up as much as men do in organizations because they lack confidence. But they can gain confidence to contribute more if they see women leaders speaking up first, finds new research from Maryland Smith, forthcoming in the Journal of Applied Psychology.
Do you dream of climbing the corporate ladder to the top, envisioning how being the boss will give you the freedom to call the shots? The reality is, having power makes your job feel more demanding and can cause you more stress and physical ailments, finds new research from Maryland Smith’s Trevor A. Foulk. But it’s not all bad.
Power is a double-edged sword, says Foulk: it makes your job more demanding, which has both good implications and bad implications, simultaneously.
When managers need to hand off an important task at work, it’s a good idea to pick a popular employee to get the job done, says new research from Maryland Smith.
That’s a different sort of approach for many bosses, say management professors Vijaya Venkataramani and Kathryn M. Bartol, who collaborated on the research, forthcoming in the Journal of Applied Psychology.
When an organization’s employees are far flung – at outposts around the world in a multinational company, or, more recently, working from home because of the COVID-19 pandemic – one of the best ways for individuals to feel connected and included is through efforts of their own, finds new research from the University of Maryland’s Robert H. Smith School of Business.
The coronavirus pandemic brought with it unprecedented uncertainty and stress. But somehow, even amid the turmoil and the new pressures of work-from-home and home-schooling, millions of people were able to keep calm and carry on with the demands of the moment.
And maybe you did too.
New research from Maryland Smith shows that our human sense of normalcy is capable of bouncing back a lot faster than we might think.
Can you be a strict rule-follower and still an out-of-the-box thinker? With the right person in charge, finds new research from the University of Maryland’s Robert H. Smith School of Business, it’s possible to be the type of employee companies want: ethical and creative.
According to new research from the University of Maryland’s Robert H. Smith School of Business, financially vulnerable individuals – those without a savings safety net who are more susceptible to the financial shock of unexpected expenses – stifle their own economic advancement because they negotiate worse than others. The way they view negotiations as a zero-sum game rather than a situation where everyone can win is a psychological barrier inherent in financial vulnerability itself, finds the research.
Want to get more out of your workday and stay motivated all week long? Thinking about your work goals differently may help you do this. Focus on three key “strivings,” says Maryland Smith’s Trevor A. Foulk.