A diverse group of SIOP members are serving as Trend Champions for the people-related work trends that SIOP members collaboratively predicted to be the most impactful in 2023. Each Trend Champion has expertise in and professional passion for their trend subject. SIOP appreciates their service to the profession in providing quarterly updates on their chosen topics.
Find the full list of topics and links to the other Top 10 Work Trends here.
According to numerous studies, Emotional intelligence (EI) is a crucial element of effective leadership, styles, performance, and emergence. It can have a favorable impact on a variety of working variables such as job satisfaction, performance, turnover, and stress. Those with high emotional intelligence can recognize their own feelings and those of others, using emotional information to guide thinking and behavior, including discerning between different feelings by labeling them appropriately and adjusting emotions to adapt to environments.
While “leaders” are either internally promoted or hired externally, assessment primarily focuses on the technical skills-which can be developed on the job. However, very little is done to gauge the interpersonal ‘soft skills’ that play a major role in productive mentoring, relationships, and psychological safety. A leadership coaching study examined the relation between enhanced emotional intelligence and leadership, with results indicating a positive association.
While some believe that intelligence is a ‘fixed’ trait, there is ample evidence to demonstrate that emotional intelligence can be improved! Organizations aiming to improve leadership performance by enhancing emotional intelligence may find value in coaching because of a positive effect from interventions, with resulting developmental changes. However, research on the interrelation between the two is sparse, and we should invest in learning more about the type of leader we are and can become in order to make intentional choices about behavior, especially during moments of stress, when so much depends on innate and learned abilities. Emotional intelligence is not the whole answer, but a great starting point.
As leaders navigate through the post pandemic world of work, many questions arise about the future directions of managerial development. Given the staffing challenges of The Great Resignation and Quiet Quitting, employers are scrambling to locate talent in creative ways. Selecting the right managerial staff for success often predicts based on previous performance. However, according to Caitlin Cavanugh and Alexandra Zelin in the SIOP White Paper series, a different approach to gauging success can be based on learning agility, which refers to a desire and ability to learn from experience, then apply learning to other situations. Those who exhibit traits like resiliency, ability to learn from experiences, willingness to change from routine habits, and possessing strong need for growth have high levels of learning agility. Two research paths-why executives fail and addressing how experiences improve leadership effectiveness-brought about current practice-based understanding of learning agility. Organizations can easily help their personnel develop this trait by offering reflection and feedback reception opportunities (360 feedback, coach/mentor, broad training) such that they take charge of their own development. Experiential learning in its various forms allows greater opportunity to develop such a trait. Regardless of the method used, research shows that effective leadership development requires deliberate practice on the part of the individual. By prioritizing training, learning agility should improve performance in the individual as well as the organization. This will continue to be an important concept for researchers and practitioners to focus on, as the workforce continues to evolve in an ever changing global society.
To learn more about learning agility applications, please visit the Society For Human Resources Management website: shrm.org
The SIOP White Paper series can be accessed here:
Globalization and advances in technology have led to an increase in boundary-spanning activities and the prevalence of multicultural teams in the workplace. Even companies that focus primarily on domestic markets are likely to be linked with suppliers and customers in other geographies. Steers and Osland (2019) identified three notable trends in global business: shifts from “intermittent to continual change, from isolation to increasing interconnectedness, and from biculturalism to multiculturalism” (p.5). These changes herald an increasing demand for culturally competent and flexible leaders to manage diverse teams successfully. Global CEOs cited the development of the next generation of leaders as a top challenge (Development Dimensions International Ltd., 2021).
Recent contributions in the IO field are about replacing individual manager ratings with group calibration ratings and rating employees based on future recommendations instead of past performance. Although it is believed that a manager's success is best predicted by previous performance, recent research illustrates that learning agility may be a better predictor of manager success. The debate over predicting and measuring coaching effectiveness is somewhat more complicated.
Developing cultural competence can aid in assessment/selection, training, culture creation, and awareness building. This is especially beneficial for leaders of global and multiculturally diverse teams.
My expectation for the next 2023 quarter is an increased enrollment of C-suite and executive-level managerial staff in cultural sensitivity training to better support relationship management with front-line staff.
Qualified Administrators can do cultural inventory analysis of their organizations. HR departments and administrative leadership may begin to receive assessments on the proficiency of core competencies tied to multicultural engagement.
To learn more, visit the SIOP White Paper Series Research Publication on Leadership Development/Careers:
Champion: Karanveer Syal
Karanveer Syal is currently an Equity and Inclusion Coordinator at the largest Community Action Agency in the country. Fresno Economic Opportunities Commission fights to end poverty through its 36 program offerings. Karanveer is responsible for providing staff support for Womens Infants Children (WIC), Early Headstart, and Health Services. He is responsible for implementing strategies and initiatives that foster diversity, equity, and inclusion for the assigned programs. Scholar/practitioner-style program with a focus on management and organizational behavior, shared learning, dialogue, and experience with working professionals, from seminars with distinguished faculty, and from an emphasis on managerial skill development that focuses on the human side of business. Incorporates diverse, multicultural and international perspectives.
Society for Industrial and
470 W. Broad St. #1164,
Columbus, OH 43215
Society for Industrial and
Organizational Psychology Foundation
P.O. Box 1223,
Drayton, SC 29333
I-O Business Resources
Top 10 Work Trends
How to Apply
SIOP Research Gateway
Local I-O Groups
Jobs & Careers
Graduate Training Program
I-O Career Paths
I-O Job Network
Research & Publications
Calls for Papers
I-O News and Items of Interest
IOP (Organizational Psychology: Perspectives
on Science and Practice)
Organizational Frontiers Series
Professional Practice Series
TIP (The Industrial-Organizational Psychologist)
Events & Education
Work Smart Series
Leading Edge Consortium