We conduct world-leading research in three core areas: leadership and team processes, quality of working life, and human resource assessment and performance.
Human resource assessment and performance
We have advanced technical expertise in recruitment and selection, performance measurement and management, individual differences, and all forms of psychometric and personnel assessment for business, which we apply in published research and projects with organisations:
- Assessment for recruitment and selection
- Employee engagement
- Human resource analytics and evaluation
- Performance measurement and metrics
- Personality assessment and development
- Survey design.
Leadership and team processes
Our world-leading research is applied in our work with students and executive clients:
- Emotions in team processes
- Intuition, decision making and judgement
- Leader-member exchange and relational perspectives on leadership
- Negotiation, conflict management, and conflict resolution
- Personality and leadership behaviour
- The role of leadership in creating positive and rewarding jobs.
Quality of working life
We represent rich and diverse perspectives on the quality of people’s working lives, encompassing psychological, sociological, organisational behaviour and management approaches which we apply to organisations and policy:
- Job quality
- Job satisfaction, motivation, and engagement
- Pay and reward
- Perceptions of injustice in the workplace
- Socio-demography of work
- Work-family interface.
- Dr YingFei Héliot (University of Surrey)
- Dr. Ilka H. Gleibs (LSE)
- Neela Muehlemann (Nottingham Trent University).
The current outbreak of Covid-19 exposed large parts of the global population to uncertainty around possible severe illness but also evoked strict social and political measures to suppress the spread of the virus. Due to this uncertainty, the real danger of losing loved ones, your own health but also financial and social pressures many citizens will be at high risk to foster mental health problems (Banerjee, 2020). Indeed, we know that many citizens develop negative psychological response like post-traumatic stress disorder (PTSD) during and after an epidemic (e.g., Lee, Chung, and Chou, 2006; Banerjee, 2020). Such social issues as a result of Covid-19 are likely to have profound social implications across the globe.
Current models on resilience and trauma have largely focused on the individual (Muldoon and Lowe, 2012) and these models have been heavily informed by the biological, psychoanalytical, cognitive and behavioural approach. They therefore underestimated the importance of social factors (Haslam, Jetten, Cruwys, Dingle, and Haslam, 2018) and in their review of social predictors of resilience among trauma victims Cacioppo and colleagues (2011) concluded: “The key to resilience is not individual strengths alone. [...] social resilience depends on the development of greater awareness of our connections with others..." (Cacioppo, Reis, and Zautra, 2011, p. 50).
Likewise, McCleary and colleagues highlighted: “The importance of being connected to others during stressful times, a strong sense collective purpose in hard times [...].” recently in their editorial of the special issue on resilience and trauma (McCleary and Figley, 2017, p.2). Yet, how individual and group dynamics are interdependent in mitigating trauma and fostering growth is a missing piece in the work on resilience. This is also important because the current crisis is a collective one and citizens experience it all at the same time; it is therefore key to understand whether community resilience and social identities play a role in the psychology of crisis and could help to mitigate some of the negative consequences.
The goal of our proposed project is to uncover social implications of Covid-19 at scale. To this end, the project looks at resilience and trauma through a new lens - the lens of the social identity approach (Haslam, 2004). Accordingly, individuals’ experience of traumatic events is not random. It is rather determined by the groups, which the individual belongs to and identifies with (Haslam et al., 2018; Muldoon et al., 2019). Following this, we propose that these group memberships and processes arising at the group-level must be taken into account when aiming to understand what makes people resilient and how they respond to traumatic events.
The study aims to investigate individual and group level processes simultaneously in the response to the crisis and provide evidence-based guidance for policy makers that are trying to deal with population-based emergencies and crisis to foster growth after experiencing a crisis. Our study will aid prevention plan for policy makers across the globe in address mental health and wellbeing during and after the Covis-19 crisis.
Thank you to those that have helped us in our project across the globe. We have put together a Google map showcasing where everyone has helped us from.
The quantitative data of this three-wave longitudinal study will be obtained from citizens around the world (in at least 30 countries). In total, we aim to recruit over 3,000 citizens globally, who will be invited to fill in two online questionnaires within the next six months. Completion of each online questionnaire will require 15-20 minutes and can be administered on a computer or smartphone.
The questionnaire will measure the psychological constructs on the individual- and group-level using validated and reliable scales. We have already obtained ethical approval from the LSE Research Ethics Committee. Our study will aid prevention plan for policy makers across the globe in address mental health and wellbeing as a result of Covid-19 crisis.
You are invited to take part in the survey.
Principal investigator: Ying Zhou
We are using large-scale national survey data to provide evidence on how job quality has changed over time. We are going to use this insight to create a comparison between other countries.
From this, we aim to establish which policies or institutional arrangements make a difference to job quality and employee wellbeing.
We aim to impact the policy making process to develop better job design and employee wellbeing.
Principal investigator: Professor Carol Woodhams
Figures published by the BBC on 16 Feb 2018 reveal a persistent 14 per cent gap for doctors. In May 2018, Jeremy Hunt, Secretary of State for Health and Social Care, launched a review chaired by Professor Jane Dacre, President of the Royal College of Physicians, examining the continued problem of gender pay gaps in medicine. The project is funded by the Department of Health and Social Care and will report back at the end of 2018.
It will utilise rigorous quantitative and qualitative methods to investigate psychological, sociological, cultural, institutional and organisational causes of gender pay gaps in medicine. The overall aim, on the basis of findings, is to make justified and implementable recommendations for national policy initiatives to reduce the gap.
To achieve this the project stages involve:
- Reviewing existing literature, setting out what is already known about doctors’ gender pay gaps
- Commissioning NHS Digital to a undertake a quantitative review of the size of gender pay gaps within specialisms, roles and career stages, decomposing factors that influence it. We are especially interested in pivotal points where pay gaps start to grow and in the consequences of the gap for lifetime earnings and pensions. Included here are all elements that make up total pay
- Gathering qualitative information via telephone interviews and / or focus groups with doctors on social and cultural facilitators and barriers that might shed light on the origins of pay differences in medical careers. Creating an original survey circulated to doctors to understand how widespread are trends that we are learned within the qualitative data
- Liaising with stakeholders to ensure that we approach the topic from a variety of perspectives.
Call for participants
We are shortly going to be putting out a call for men and women participants at all stages of career and all specialisms to be interviewed on the topic of their medical careers, where key incidents have occurred, the consequences of them and the causes of them.
Principle investigator: Professor Eugene Sadler-Smith
Hubris is excessive self-confidence, exaggerated self-belief, overweening pride, and contempt for the advice and criticism of others. It emerges when leaders become intoxicated by power and success.
Hubris in the boardroom can have profound and destructive consequences for leaders, businesses, the economy, and society. As a result, businesses need to understand hubris to avoid its effects.
From the project we aim to:
- Identify the nature and causes of hubris in business
- Develop tools and techniques for anticipating, detecting, and diagnosing hubris
- Understand how sought-after leadership traits such as confidence, self-assurance, and pride can morph into over-confidence, arrogance, and contempt
- Explore how managerial hubris feeds corporate hubris, and vice versa
- Help organisations anticipate and mitigate hubris.
Claxton G, Owen D, Sadler-Smith E. (2015) 'Hubris in leadership: A peril of unbridled intuition?'. Leadership, 11 (1), pp. 57-78.