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From Science to Practice: Organizational Psychology Bulletin

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Enriching the workplace by scientifically integrating psychology and organizational lifeWelcome to the special issue of From Science to Practice: Organizational Psychology Bulletin (OPB): Leadership and Management for the 2020s. OPB  invites students, practitioners, and emerging scholars of Industrial-Organizational Psychology to share with colleagues and the public applied articles on current topics in the field.  Core contributors to this bulletin are students enrolled in the in Industrial-Organizational Psychology and Master of Arts in Organizational Psychology at Vanguard University of Southern California. We publish selected papers representing the work of students as they immerse themselves in the field, analyze current empirical literature, and make connections between the science of Industrial-Organizational Psychology and practical applications. The bulletin also welcomes papers from practitioners in the field, and students and emerging scholars from other institutions.   

Our Bulletin reflects the mission and core principles of our program outlined on our program website, https://www.vanguard.edu/academics/academic-programs/graduate/organizational-psychology .

The practice of Organizational Psychology and Industrial-Organizational Psychology carries with it a tremendous responsibility. Our work impacts the lives of many individuals within organizations and could make a difference between extremely fulfilling careers and traumatic work experiences, organizational thriving and organizational collapse, sustainable economic development and a cycle of bubbles and crashes. Understanding of this responsibility is the cause of our program commitment to these principles:

Commitment to ethics and responsible organizational practice. Values matter. Individual, organizational, and societal outcomes matter. Commitment to values and to our ethical responsibility in organizational practice is not optional. This commitment is our first guiding principle.

Evidence-based organizational practice. This commitment stems from our ethical commitment, as well as from the empirical nature of our field. Ethical organizational intervention is also an evidence-based intervention, in which practical decisions are 1) based on thoroughly conducted research studies and 2) supported by solid understanding and appropriate interpretation of research.

Simultaneous commitment to organizational interests and employee interests. Sometimes it is assumed that in order to ensure organizational profit/benefit, employees must suffer. Or, that in treating employees well, organizations risk their very existence. In our work we strive to demonstrate that it is possible to build thriving, strong, sustainable organizations that bring together thriving, productive, engaged individuals – modern, goal-oriented communities of innovation and commitment to the common vision.

The set of papers selected for this special issue, Leadership and Management for the 2020s, illustrates how the work of students in our programs is guided by our principles and by our commitment to both organizational sustainability and individual well-being.  Elizabeth Borcia discusses a variety of practical methods that can help managers increase employee productivity by helping fulfill employee autonomy needs in the workplace.

Kevin Pappas focuses on approaches to tackle the problem of employee turnover through research-based evidence. Empirical work based on the theory of Leadership Member Exchange (LMX)  suggests that strong supervisor-employee relationships could not only help interactions between leaders and employees but also help organizations create healthy environments.  

Katherine K. Davis discusses how the current trend of authentic leadership can have a positive effect on creating a healthy workplace environment and improving employee engagement. Davis goes on to list practical suggestions that authentic leaders should follow and implement into their workplace to inspire employee engagement and develop an environment of physical, mental, and social well-being.  

Finally, Kimberly N. Dinh writes about the number two Society for Industrial and Organizational Psychology workplace trend for 2020 – diversity and inclusion. Dinh approaches this topic by expanding on the importance of diversity management and a climate of inclusion in which she proposes that the combination of commitment from top leadership for inclusion, integration, and addressing resistance will help organizations be better equipped to move the needle from diversity to inclusion.

We believe this issue will contribute to the important work of translating research findings into organizational interventions that will benefit both individuals and organizations. We encourage our readers to participate in this process and in this conversation – please see our Call for Proposals. We also would love to hear from you through your letters to the editors and e-mail.


EDITOR IN CHIEF                                                       

Ludmila N. Praslova, Ph.D.                                           

Vanguard University of Southern California                   


Katherine K. Davis

Vanguard University of Southern California


Dalila Perea, M.S. 

Vanguard University of Southern California                  

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