Industrial and organizational psychology "focuses the lens of psychological science on a key aspect of human life, namely, their work lives. In general, the goals of I-O psychology are to better understand and optimize the effectiveness, health, and well-being of both individuals and organizations." It is an applied discipline within psychology and is an international profession. I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.
Leadership, is defined as the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or organizations.
Personality is any person's collection of interrelated behavioral, cognitive, and emotional patterns that comprise a person’s unique adjustment to life. These interrelated patterns are relatively stable, but can change over long time periods.
In psychology, trait theory is an approach to the study of human personality. Trait theorists are primarily interested in the measurement of traits, which can be defined as habitual patterns of behavior, thought, and emotion. According to this perspective, traits are aspects of personality that are relatively stable over time, differ across individuals, are relatively consistent over situations, and influence behaviour. Traits are in contrast to states, which are more transitory dispositions.
The contingency model by business and management psychologist Fred Fiedler is a contingency theory concerned with the effectiveness of a leader in an organization.
The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his or her subordinates. The revised version also argues that the leader engages in behaviors that complement subordinate's abilities and compensate for deficiencies. According to Robert House and John Antonakis, the task-oriented elements of the path–goal model can be classified as a form of instrumental leadership.
Raymond Bernard Cattell was a British-American psychologist, known for his psychometric research into intrapersonal psychological structure. His work also explored the basic dimensions of personality and temperament, the range of cognitive abilities, the dynamic dimensions of motivation and emotion, the clinical dimensions of abnormal personality, patterns of group syntality and social behavior, applications of personality research to psychotherapy and learning theory, predictors of creativity and achievement, and many multivariate research methods including the refinement of factor analytic methods for exploring and measuring these domains. Cattell authored, co-authored, or edited almost 60 scholarly books, more than 500 research articles, and over 30 standardized psychometric tests, questionnaires, and rating scales. According to a widely cited ranking, Cattell was the 16th most eminent, 7th most cited in the scientific journal literature, and among the most productive psychologists of the 20th century.
In trait theory, the Big Five personality traits are a group of five characteristics used to study personality:
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Contingent leaders are flexible in choosing and adapting to succinct strategies to suit change in situation at a particular period in time in the running of the organization.
Transformational leadership is a theory of leadership when a leader's behaviors influence their followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. Transformational leaders work with teams or followers beyond their immediate self-interests to identify necessary change. They create a vision to guide the change through influence and inspiration. These changes are executed in tandem with committed group members and involve self-interests. This elevates the follower's ideals, maturity levels, and concerns for achievement. Transformational leadership is an integral part of the Full Range Leadership Model and gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers' attitudes and the organization. Transformational leaders typically perform four distinct behaviors, known as The 4 I's. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration.
Transactional leadership is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests and extrinsic motivation as means to obtain a desired outcome. It relies on a system of penalties and rewards to achieve short-term goals.
Agreeableness is a personality trait referring to individuals that are perceived as kind, sympathetic, cooperative, warm, honest, and considerate. In personality psychology, agreeableness is one of the five major dimensions of personality structure, reflecting individual differences in cooperation and social harmony.
The Sixteen Personality Factor Questionnaire (16PF) is a self-reported personality test developed over several decades of empirical research by Raymond B. Cattell, Maurice Tatsuoka and Herbert Eber. The 16PF provides a measure of personality and can also be used by psychologists, and other mental health professionals, as a clinical instrument to help diagnose psychiatric disorders, and help with prognosis and therapy planning. The 16PF can also provide information relevant to the clinical and counseling process, such as an individual's capacity for insight, self-esteem, cognitive style, internalization of standards, openness to change, capacity for empathy, level of interpersonal trust, quality of attachments, interpersonal needs, attitude toward authority, reaction toward dynamics of power, frustration tolerance, and coping style. Thus, the 16PF instrument provides clinicians with a normal-range measurement of anxiety, adjustment, emotional stability and behavioral problems. Clinicians can use 16PF results to identify effective strategies for establishing a working alliance, to develop a therapeutic plan, and to select effective therapeutic interventions or modes of treatment. It can also be used within other areas of psychology, such as career and occupational selection.
Leadership studies is a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life. Leadership studies has origins in the social sciences, in humanities, as well as in professional and applied fields of study. The field of leadership studies is closely linked to the field of organizational studies.
The history of contingency theories of leadership goes back over more than 100 years, with foundational ideas rooted in the mechanical thought of Taylorism. Later, management science began to recognize the influence of sometimes irrational human perceptions on worker performance. This led to taxonomies of leadership behavior and to contingency theories to adapt leadership behavior to the situation.
Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today's international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. It cannot be assumed that a manager who is successful in one country will be successful in another.
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978.
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.
Shared leadership is a leadership style that broadly distributes leadership responsibility, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership that resides predominantly with an individual instead of a group.
The task-relationship model is defined by Donelson Forsyth as "a descriptive model of leadership which maintains that most leadership behaviors can be classified as performance maintenance or relationship maintenances". Task-oriented and relationship-oriented leadership are two models which are often compared, as they are known to produce varying outcomes under different circumstances. Task-oriented leadership is a behavioral approach in which the leader focuses on the tasks that need to be performed in order to meet certain goals, or to achieve a certain performance standard. Relationship-oriented leadership is a behavioral approach in which the leader focuses on the satisfaction, motivation and the general well-being of the team members.
