WorkCookie - Get Ahead with Industrial/Organizational Psychology in the Workplace

Epizode

• Ep. 312: The Future of AI Is Culture 29.06.2026 53min

  Every organization is in a race to adopt artificial intelligence. Few are asking the more important question: are our people ready to work alongside it? The organizations that will win the next decade are not the ones with the most advanced technology — they are the ones with the culture strong enough to absorb, adapt to, and leverage it.   AI does not fail because of the algorithm. It fails because of the humans around it — the ones who resist it, misuse it, or never trusted the organization enough to embrace it in the first place. Culture is what determines whether AI becomes a force multiplier or an expensive distraction. In this session, we will examine the relationship between organizational culture and AI adoption, and make the case that investing in culture is not the soft alternative to investing in technology — it is the prerequisite.   In this episode: Meagan Bond, Tom Bradshaw, Nic Kruegar, Rich Cruz, Dr. Emi Barresi, Imani Nakyanza   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References:   Boston Consulting Group. (2024). AI at work: Friend and foe. Boston Consulting Group. Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. G2. (2025). Global AI adoption statistics and trends 2025. G2 Research. Hermann, E., Puntoni, S., & Morewedge, C. K. (2024). Humanizing artificial intelligence: Self-determination theory and AI adoption. Journal of Consumer Psychology. McKinsey & Company. (2025). The state of AI: How organizations are rewiring to capture value. McKinsey & Company. McManus, M. (2024). AI transformation is 70% people and 30% technology [Executive presentation]. Boston Consulting Group. Mirbabaie, M., Stieglitz, S., et al. (2025). AI identity threats and reinforcement in organizations. In Proceedings of the 58th Hawaii International Conference on System Sciences. University of Hawaiʻi at Mānoa. MIT Sloan Management Review, & Boston Consulting Group. (2025). The state of generative AI in the enterprise. MIT Sloan Management Review. PwC. (2025). Global workforce hopes and fears survey 2025. PricewaterhouseCoopers. Shonhe, L., & Min, K. (2025). Mitigating AI-induced professional identity threat and fostering adoption in the workplace. AI & Society. World Economic Forum. (2025). The future of jobs report 2025. World Economic Forum.
• Ep. 311: The Corporate Hamster Wheel - Why Organizations Keep Running and Going Nowhere 22.06.2026 57min

  Most organizations are extraordinarily good at activity and extraordinarily bad at progress. Meetings that produce more meetings. Initiatives launched before the last ones landed. Leaders who are permanently busy and chronically stuck. This is not a strategy problem. It is a pattern problem, and patterns live in culture, not in org charts.This episode examines the invisible cycles that keep organizations in motion without forward momentum: the norms, assumptions, and unspoken rules that make dysfunction feel like diligence. In this episode: Meagan Bond, Tom Bradshaw, LindaAnn Rogers, Nic Kruegar, Stacy Lee, Rich CruzI/O Career Accelerator Course: https://www.seboc.com/jobVisit us https://www.seboc.com/Follow us on LinkedIn: https://bit.ly/sebocLIJoin an open-mic event: https://www.seboc.com/eventsReferences:Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.Gallup. (2025). State of the global workplace: 2025 report. Gallup.Glassdoor. (2025). The hidden costs of layoffs: Workforce trust, engagement, and organizational performance. Glassdoor Economic Research.Keller, S., & Aiken, C. (2009). The irrational side of change management. McKinsey Quarterly.McKinsey & Company. (2021). The state of organizations 2021: Ten shifts transforming organizations. McKinsey & Company.Overmier, J. B., & Seligman, M. E. P. (1967). Effects of inescapable shock upon subsequent escape and avoidance responding. Journal of Comparative and Physiological Psychology, 63(1), 28–33. https://doi.org/10.1037/h0024166Peterson, C., Maier, S. F., & Seligman, M. E. P. (1993). Learned helplessness: A theory for the age of personal control. Oxford University Press.Russell Reynolds Associates. (2025). Global CEO turnover index: 2024 year in review. Russell Reynolds Associates.Samuelson, W., & Zeckhauser, R. (1988). Status quo bias in decision making. Journal of Risk and Uncertainty, 1(1), 7–59. https://doi.org/10.1007/BF00055564Society for Human Resource Management. (2019). The high cost of a toxic workplace culture: How culture impacts the workforce—and the bottom line. SHRM.Society for Human Resource Management. (2024). SHRM Q4 2024 civility index: The state of workplace civility in the United States. SHRM.
• Ep. 310: Culture Is Not Wallpaper - It Is the Foundation 15.06.2026 53min

  Organizations spend billions on strategy, technology, and process redesign, and then wonder why results do not follow. The answer is almost always the same: culture was treated as an afterthought rather than the operating system beneath everything else. When culture is decorative, change is cosmetic.  I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/eventsReferences: Gallup (2025). State of the Global Workplace. CultureCon & Fauna (2025). WorkPossible: Humanity at Work. McKinsey & Company (2020). The Science Behind Successful Organizational Transformations. Edmondson (1999). Psychological Safety and Learning Behavior in Work Teams. Kotter & Heskett (1992). Corporate Culture and Performance. Work Institute (2024). Retention Report. SHRM (2022). Human Capital Benchmarking Report.
• Ep. 309: Human as Your Competitive Advantage in the Age of AI 08.06.2026 55min

  Why organizations investing in artificial intelligence without investing in human readiness are setting themselves up for failed adoption and wasted capital In this episode: Dr. Heather Morton, Tom Bradshaw, LindaAnn Rodgers,  Nic Kruegar, Dr. Jagadesh Chander, Cynthia Cole     I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References: 2026 Global Human Capital Trends. (2026). Retrieved from https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html?id=us%3A2ps%3A3gl%3Achc26%3Aawa%3Agreendot%3Anonem%3AK0219492%3A041326%3Akwd-461493411780%3A196756941353%3A804670332474%3A%3A&gclsrc=aw.ds&gad_source=1&gad_campaignid=23331251908&gbraid=0AAAAADenGPBvHbAOgkq78Jysdo7i1C0lG   Crumley, B. (2026, February, 25). Businesses bet big on AI while cutting workers—economists say that’s produced ‘zero growth’. Inc.  https://www.inc.com/bruce-crumley/businesses-bet-big-on-ai-while-cutting-workers-economists-say-thats-produced-zero-growth/91307695   Daly, S. J., Wiewiora, A., & Hearn, G. (2025). Shifting attitudes and trust in AI: Influences on organizational AI adoption. Technological Forecasting and Social Change, 215, 124108. Lee, C. P., Lee, M. K., & Mutlu, B. (2026). Making the Invisible Visible: Understanding the Mismatch Between Organizational Goals and Worker Experiences in AI Adoption. arXiv preprint arXiv:2605.03078.   McKinsey & Company. (2025, January 2025). AI in the workplace. A report for 2025.  https://www.mckinsey.com/capabilities/tech-and-ai/our-insights/superagency-in-the-workplace-empowering-people-to-unlock-ais-full-potential-at-work   Ratanjee, V. (2026, February 14). The deficit reflex: Why change management keeps solving the wrong problem. Forbes.  https://www.forbes.com/sites/vibhasratanjee/2026/02/12/the-deficit-reflex-why-change-management-keeps-solving-the-wrong-problem/
• Ep. 308: When Personalities Collide - Turning Workplace Friction into Productivity 01.06.2026 48min

  We discussed what happens when different personalities collide at work, and how those moments of tension can either derail teams or drive growth. We also explored the psychology behind conflict, communication breakdowns, and practical strategies for turning personality differences into stronger collaboration and better results.In this episode: Nic Krueger, Tom Bradshaw, LindaAnn Rodgers, CT Sanders,  Lee Crowson   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   Reference Vîrgă, D., Curşeu, P. L., Maricuţoiu, L., Sava, F. A., Macsinga, I., & Măgurean, S. (2014). Personality, relationship conflict, and teamwork-related mental models. PloS one, 9(11), e110223. https://doi.org/10.1371/journal.pone.0110223
• Ep. 307: Personality Assessment and Testing: Insightful Tool or Misused Shortcut? 26.05.2026 50min

  We discussed the role of personality assessments in the workplace, what they do well, where they fall short, and how they should be used responsibly. We also broke down the science behind testing, the risks of misuse, and how organizations can apply these tools in a way that adds real value.In this episode: Nic Krueger, Tom Bradshaw, LindaAnn Rodgers, CT Sanders, Josh Strauss, Natasha Desjardins, Brendan Grech, Lee Crowson, Dr. Jagadesh Chander   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References   Krishnamurthy, R., Hass, G. A., Natoli, A. P., Smith, B. L., Arbisi, P. A., & Gottfried, E. D. (2022). Professional Practice Guidelines for Personality Assessment. Journal of Personality Assessment, 104(1), 1–16.  https://doi.org/10.1080/00223891.2021.1942020   Paradigm Personality Labs. (2024, October 22). When and how to use Big Five and MBTI personality assessment tools. https://paradigmpersonality.com/resources/big-five-and-mbti-personality-assessment-tools/   Serapio-García, G., Safdari, M., Crepy, C., Sun, L., Fitz, S., Romero, P., Abdulhai, M., Faust, A., & Matarić, M. (2025). A psychometric framework for evaluating and shaping personality traits in large language models. Nature machine intelligence, 7(12), 1954–1968.  https://doi.org/10.1038/s42256-025-01115-6   U.S. Office of Personnel Management. (n.d.). Personality tests. https://www.opm.gov/policy-data-oversight/assessment-and-selection/other-assessment-methods/personality-tests/  
• Ep. 306: Hiring Beyond the Resume - Using Personality to Select the Right Fit 18.05.2026 57min

  We discussed how personality insights can strengthen the selection process and lead to better hiring decisions. Beyond skills and experience, we explored how personality influences job fit, team dynamics, and long-term success.We also addressed common mistakes organizations make when trying to incorporate personality into hiring. In this episode: Nic Krueger, Tom Bradshaw, LindaAnn Rodgers, Natasha Desjardins, Lee Crawson, Ian Sideritis,Dr. Jagadesh Chander   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References Canadian Psychological Association. (2025). PSYCHOLOGY WORKS fact sheet: Pre-employment personality assessment in personnel selection. Canadian Psychological Association. https://cpa.ca/docs/File/Publications/FactSheets/FS_PersonalityAssesment_EN_2025.pdf   Harel, A. (2024). Behavioural Assessment Test: The Problems Using Personality Tests For Hiring. Retrieved from https://vervoe.com/personality-tests-hiring/   Matsuura, A. (2024). Personality assessments in the workplace: harmful or helpful? Retrieved from https://universe.byu.edu/2019/12/11/personality-assessments-in-the-workplace-harmful-or-helpful/   Youngman, J. F. (2017). The use and abuse of pre-employment personality tests. Business horizons, 60(3), 261-269.
• Ep. 305: Personality at Work - The Hidden Driver of Behavior and Performance 11.05.2026 55min

  We discussed what personality really means in a workplace context, and why it matters more than most organizations realize. From daily interactions to long-term performance, personality shapes how people think, behave, and respond to challenges.We also explored how understanding personality can improve teamwork, leadership effectiveness, and overall organizational outcomes. In this episode: Nic Krueger, Tom Bradshaw, Natasha Desjardins, Christine Mikhail, Paulette Elliott, Dr. Jagadesh Chander, Peter Demusi, Mayme Doubmia, Lee Crowson   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References American Psychological Association. (n.d.). Personality. In APA dictionary of psychology. Retrieved May 7, 2026, from American Psychological Association. (2018, February 13). Personality: Where does it come from and how does it work? Anaya, B., & Pérez-Edgar, K. (2019). Personality development in the context of individual traits and parenting dynamics. Oxford Research Encyclopedia of Psychology. Le, K., Donnellan, M. B., & Conger, R. (2014). Personality development at work: Workplace conditions, personality changes, and the corresponsive principle. Journal of Personality, 82(1), 44–56. McCornack, S. (n.d.). A catalog of 550 words used to describe individual traits of character. Ideonomy. 
• Ep. 304: Navigating Resistance and Driving Change with Expert Support 04.05.2026 57min

  We explored the critical role I/O psychologists play in guiding organizations through culture change, particularly when facing resistance from employees or leadership. We also examined common barriers to change, including skepticism, change fatigue, and misalignment of values, and how these challenges can surface during transformation efforts.In this Episode: LindaAnn Rogers, Tom Bradshaw, Lee Crowson, Nic Kruger, Bijou Attey, Natasha Desjardin  I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events
• Ep. 303: Assessing and Shaping Culture for Wellbeing 27.04.2026 50min

  What if culture wasn’t a buzzword, but a measurable system you can diagnose, design, and optimize to directly improve employee wellbeing?We discussed how organizations can assess and intentionally shape culture to support employee well-being. I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events
• Ep. 302: Inclusion or Belonging and Wellbeing at Work 20.04.2026 1h 1min

  We dive into how inclusive cultures directly impact psychological and emotional well-being. We explored how a sense of belonging, perception of fairness, and safety of identity can influence employee engagement, stress levels, and overall employee health.I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events
• Ep. 301: Culture, Burnout, and Sustainable Work Practices 13.04.2026 1h 3min

  What if the very “hustle” culture your organization celebrates is quietly burning out the people you can least afford to lose? We’ll examine how organizational culture contributes to burnout or helps prevent it. The discussion unpacks how norms and expectations around overworking, availability, and productivity shape employee wellbeing. I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events
• Ep. 300: Psychological Safety as the Foundation of Wellbeing 06.04.2026 53min

  We discussed how the impact of trust, openness, and the ability to speak up without fear can contribute to reducing stress, improving collaboration, increasing motivation, and enhancing performance.We also talked about leadership behaviors that encourage (or damage) psychological safety. In this episode: Bijou Attey, Tom Bradshaw, LindaAnn Rogers, Cam Dunson, Nic Krueger, Dr. Emi Barresi, Jagadesh Chander, Jerilyn White, Lee Crowson, Rich Cruz, Natasha Desjardins I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events *References Aboramadan, M., & Kundi, Y. M. (2023). Emotional culture of joy and happiness at work as a facet of wellbeing: A mediation of psychological safety and relational attachment. Personnel Review, 52(3), 567–583. https://doi.org/10.1108/PR-04-2021-0285 Castro, E. (2023). The role of psychological safety on employee wellbeing in the Finnish startup environment. [Unpublished manuscript]. https://doi.org/10.1108/PR-04-2021-0285 Clarke, E., Naswall, K., Masselot, A., & Malinen, S. (2024). Feeling safe to speak up: Leaders improving employee wellbeing through psychological safety. ResearchGate. https://www.researchgate.net/profile/Emma-Clarke-36/publication/388525332_Feeling_safe_to_speak_up_Leaders_improving_employee_wellbeing_through_psychological_safety/links/67e253c33ad6d174c4bdc798/Feeling-safe-to-speak-up-Leaders-improving-employee-wellbeing-through-psychological-safety.pdf Clarke, E., Naswall, K., Masselot, A., & Malinen, S. (2025). Safe to stay: The role of leader behaviors and psychological safety in employee retention in high-demand workplaces. International Journal of Organizational Analysis, 33(1), 1–15. https://doi.org/10.1177/23970022251337643 Day, A. (2019). Building a foundation for psychologically healthy workplaces and well-being. Wiley. https://media.public.gr/Books-PDF/9781118469460-0830964.pdf Zhang, Z., & Song, P. (2020). Multi-level effects of humble leadership on employees’ work well-being: The roles of psychological safety and error management climate. Frontiers in Psychology, 11, 571840. https://doi.org/10.3389/fpsyg.2020.571840  
• Ep. 299: Strategic Planning as a Leadership Discipline, Not an Annual Event: How Great Firms Think All Year 30.03.2026 54min

  Strategic planning is not a retreat. It’s a leadership operating rhythm. This episode discusses why annual retreats fail without quarterly integration, the importance of decision logs and risk logs, how to build strategic review into leadership meetings, and why culture determines whether strategy survives. I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events  
• Ep. 298: Turning Intent Into Infrastructure: Why Most Strategic Plans Die in Q2 23.03.2026 46min

  Strategy fails not because it’s wrong, but because it was never operationalized into systems. We discussed the difference between a strategic goal and an operational objective.→ Why every strategy must translate into systems, scorecards, and ownership.→ The concept of “If it’s not measured, it’s not real,”→ How to break a 3-year strategic move into assignable roles. In this episode: LindaAnn Rogers, Tom Bradshaw, Lee Crowson, Nic KrugerI/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events  
• Ep. 297: The Critical Concept in Strategic Planning: Why Customers Don’t Care About Your Services 16.03.2026 54min

  Organizations build strategies around what they sell instead of what customers are hiring them to accomplish.This episode discusses the concept of Jobs to Be Done thinking(without jargon), Why “services” is not a strategy, how to define the highest-value job your customer hires you to do, and the danger of competing on scope instead of outcomes. In this episode: Dr. Emi Barresi, Lee Crowson Nic Krueger, Natasha Desjardins, Tim Sharples   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events  
• Ep. 296: Strategy vs. The To-Do List: Why Most Strategic Plans Are Just Operational Noise 09.03.2026 56min

  Most leadership teams think they have a strategy. What they actually have is a list of projects. Discussed: ·    The difference between strategy and operations (and why confusing them kills momentum) ·      How to identify whether a goal is truly strategic or just activity ·      Why last year’s “strategic goals” were likely execution improvements ·      The 3 diagnostic questions that reveal if something is strategy In this episode: LindaAnn Rogers, Tom Bradshaw, Lee Crowson, Nic Krueger, Natasha Desjardins, Dan Baxter   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References Christensen, C. M. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Harvard Business School Press.   Christensen, C. M., Dillon, K., Hall, T., & Duncan, D. S. (2016). Know your customers’ “jobs to be done.” Harvard Business Review, 94(9), 54–62. https://hbr.org/2016/09/know-your-customers-jobs-to-be-done   Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016). Competing against luck: The story of innovation and customer choice. Harper Business.   Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make competition irrelevant. Harvard Business School Press.   Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61–78. https://hbr.org/1996/11/what-is-strategy I/O Career Accelerator Course: https://www.seboc.com/job   Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events
• Ep. 295: Ethics Under Pressure - Decision Making During Organizational Crisis 02.03.2026 55min

  Layoffs, rapid change, public scrutiny, and crisis situations often reveal an organization’s true ethical posture. This episode explores how ethical standards are tested, and sometimes abandoned, during periods of organizational pressure. Using I-O psychology frameworks, we examine ethical decision-making under uncertainty, competing stakeholder demands, and the long-term cultural consequences of short-term ethical compromises.  In this episode:  Dr. Emi Barresi, Lee Crowson, Natasha Desjardines, Nicolas Krueger, LindaAnn Rogers, Rich Cruz, Dr. Cam Dunson, Asif Haider.   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References Jin, Y., Pang, A., & Smith, J. (2018). Crisis communication and ethics: the role of public relations. The Journal of Business Strategy, 39(1), 43–52. https://doi.org/10.1108/JBS-09-2016-0095   Ludviga, I., & Kalvina, A. (2024). Organizational Agility During Crisis: Do Employees’ Perceptions of Public Sector Organizations’ Strategic Agility Foster Employees’ Work Engagement and Well-being? Employee Responsibilities and Rights Journal, 36(2), 209–229. https://doi.org/10.1007/s10672-023-09442-9   Nhedzi, A., & Gombarume, C. (2021). A Moral Compass of the Organisation During Crisis: Exploring the ethics roles of Strategic Communication practice. African Journal of Business Ethics, 15(1), 28. https://doi.org/10.15249/15-1-275   Piotrowski, C., & Guyette, R. W. (2010). Toyota Recall Crisis: Public Attitudes on Leadership and Ethics. Organization Development Journal, 28(2), 89.   Pope, K. S. (2019). A Human Rights and Ethics Crisis Facing the World’s Largest Organization of Psychologists: Accepting Responsibility, Understanding Causes, Implementing Solutions. European Psychologist, 24(2), 180–194. https://doi.org/10.1027/1016-9040/a000341   Schoofs, L., Fannes, G., & Claeys, A.-S. (2022). Empathy as a main ingredient of impactful crisis communication: The perspectives of crisis communication practitioners. Public Relations Review, 48(1), Article 102150. https://doi.org/10.1016/j.pubrev.2022.102150   Schowalter, A. F., & Volmer, J. (2024). Servant and Crisis Manager? The Association of Servant Leadership with Followers’ Adaptivity and Proactivity. Journal of Leadership & Organizational Studies, 31(4), 433–452. https://doi.org/10.1177/15480518241287647   Zarzavadjian Le Bian, A., Tresallet, C., & Martinod, E. (2020). A crisis of ethics in the ethics of crisis. Journal of Visceral Surgery, 157(4), 365–366. https://doi.org/10.1016/j.jviscsurg.2020.07.002...
• Ep. 294: Ethics or Optics? When Corporate Purpose Becomes a Performance 23.02.2026 59min

  In this episode:  Dr. Emi Barresi, Lee Crowson, Natasha Desjardines, Nicolas Krueger, Rich CruzI/O Career Accelerator Course: https://www.seboc.com/jobVisit us https://www.seboc.com/Follow us on LinkedIn: https://bit.ly/sebocLIJoin an open-mic event:ReferencesAshforth, B. E., & Gibbs, B. W. (1990). The Double-Edge of Organizational Legitimation. Organization Science, 1(2), 177–194. https://doi.org/10.1287/orsc.1.2.177Bandura, A. (1999). Moral Disengagement in the Perpetration of Inhumanities. Personality and Social Psychology Review, 3(3), 193–209. https://doi.org/10.1207/s15327957pspr0303_3Boakye, D., Sarpong, D., Meissner, D., & Ofosu, G. (2024). How TalkTalk did the walk-walk: strategic reputational repair in a cyber-attack. Information Technology & People (West Linn, Or.), 37(4), 1642–1673. https://doi.org/10.1108/ITP-08-2022-0589Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004De Roeck, K., & Farooq, O. (2018). Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors. Journal of Business Ethics, 151(4), 923–939. https://doi.org/10.1007/s10551-017-3656-6Dickson, M. W., Smith, D. B., Grojean, M. W., & Ehrhart, M. (2001). An organizational climate regarding ethics: the outcome of leader values and the practices that reflect them. The Leadership Quarterly, 12(2), 197–217. https://doi.org/10.1016/S1048-9843(01)00069-8“Open Letter from More than 60 CEOs of Minnesota-Based Companies | Minnesota Chamber of Commerce.” Mnchamber.com, 25 Jan. 2026, www.mnchamber.com/blog/open-letter-more-60-ceos-minnesota-based-companies.Liu, M.-L., Lin, C.-P., Chen, M.-L., Chen, P.-C., & Chen, K.-J. (2020). Strengthening knowledge sharing and job dedication: The roles of corporate social responsibility and ethical leadership. Leadership & Organization Development Journal, 41(1), 73–87. https://doi.org/10.1108/LODJ-06-2019-0278Ullah, I., Hameed, R. M., Kayani, N. Z., & Fazal, Y. (2022). CEO ethical leadership and corporate social responsibility: Examining the mediating role of organizational ethical culture and intellectual capital. Journal of Management & Organization, 28(1), 99–119. https://doi.org/10.1017/jmo.2019.48Victor, B., & Cullen, J. B. (1988). The Organizational Bases of Ethical Work Climates. Administrative Science Quarterly, 33(1), 101--125. https://doi.org/10.2307/2392857Weber, J., & Opoku-Dakwa, A. (2022). Ethical Work Climate 2.0: A Normative Reformulation of Victor and Cullen’s 1988 Framework. Journal of Business Ethics, 178(3), 629–646. https://doi.org/10.1007/s10551-021-04778-4Williams, J. (2024). Greenwashing: Appearance, illusion and the future of ‘green’ capitalism. Geography Compass, 18(1). https://doi.org/10.1111/gec3.12736
• Ep. 293: Ethical Leadership Isn’t Neutral - How Leaders Shape Moral Climate and Psychological Safety 16.02.2026 1h 2min

  Ethics in organizations live in leadership behaviors rather than documented in policies alone. We examined how leaders actively shape ethical climate and psychological safety through everyday decisions, silence, and signals.   In this episode:  Dr. Emi Barresi, Dr. Karen Mishra, Nic Krueger, Natasha Desjardins, CT Sanders, Chris O'Brien, Rich Cruz   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References:   Al Halbusi, H., Williams, K. A., Ramayah, T., Aldieri, L., & Vinci, C. P. (2021). Linking ethical leadership and ethical climate to employees’ ethical behavior: the moderating role of person–organization fit. Personnel Review, 50(1), 159–185. https://doi.org/10.1108/PR-09-2019-0522   Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002   Huang, L., & Paterson, T. A. (2017). Group Ethical Voice: Influence of Ethical Leadership and Impact on Ethical Performance. Journal of Management, 43(4), 1157–1184. https://doi.org/10.1177/0149206314546195   Jurkiewicz, C. L., & Giacalone, R. A. (Eds.). (2017). Radical thoughts on ethical leadership. Information Age Publishing, Inc. Koay, K. Y., & Lim, P. K. (2022). Ethical leadership and knowledge hiding: testing the mediating and moderating mechanisms. Journal of Knowledge Management, 26(3), 574–591. https://doi.org/10.1108/JKM-02-2021-0091   Kim, B.-J., Kim, M.-J., & Lee, J. (2024). Code green: ethical leadership’s role in reconciling AI-induced job insecurity with pro-environmental behavior in the digital workplace. Humanities & Social Sciences Communications, 11(1), Article 1627. https://doi.org/10.1057/s41599-024-04139-2   Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior. Personnel Psychology, 73(1), 43–71. https://doi.org/10.1111/peps.12356   Marquardt, D. J., Manegold, J., & Brown, L. W. (2022). Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions. Leadership & Organization Development Journal, 43(1), 155–179. https://doi.org/10.1108/LODJ-04-2021-0190   Mishra, A., Mishra, K., & Spreitzer, G. (2009, April 1). Downsizing the Company Without Downsizing Morale. MIT Sloan Management Review. https://sloanreview.mit.edu/article/downsizing-the-company-without-downsizingmorale/   Mishra, K. E. M., Gretchen M. Spreitzer and Aneil K. (1998). Preserving Employee Morale during Downsizing. MIT Sloan Management Review. https://sloanreview.mit.edu/article/preserving-employee-morale-during-downsizin g/   Paterson, T. A., & Huang, L. (2019). Am I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Unethical Behavior. Journal of Management, 45(7), 2837–2860. https://doi.org/10.1177/0149206318771166   Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204–213. https://doi.org/10.1016/j.obhdp.2010.11.002