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  • Episode 056 - Why Your Work Matters

    Episode 056 - Why Your Work Matters
    2025/12/03
    Episode SummaryEver found yourself staring at your screen on a Wednesday afternoon wondering, "Why does this organisation even exist? What am I actually doing here that matters?" You're not alone. In this episode, Dr Austin Tay dives deep into the crisis of meaning at work, unpacking two groundbreaking research papers that finally explain what's missing when work feels meaningless—and more importantly, what makes organisations genuinely matter.Learn the five-characteristic framework that helps you distinguish between organisations with a genuine purpose and those just performing it. By the end of this episode, you'll know exactly how to audit your workplace, assess your alignment, and decide your next steps.What You'll Learn🎯 The Purpose Crisis: Why trust in businesses is at historic lows and more people than ever are asking if their work actually matters🎯 The VUCA/BANI World: How volatility, uncertainty, complexity, and ambiguity have shattered the old "profit-only" playbook🎯 The Golden Thread: The three elements that help people genuinely thrive at work (spoiler: it's not just about the salary)🎯 Five Characteristics Framework: The diagnostic tool for determining if your organisation's purpose is genuine or just window dressingReason to existGuiding forceCollective endeavourInspirationPursuit of a better world🎯 Purpose-Person Misalignment: Why even good organisations can make you miserable if your purposes don't align🎯 The Purpose Paradox: Why meaningful work can lead to burnout—and how to avoid that trapKey Takeaways✅ Your frustration with meaningless work isn't a personal failing—it's actually a sign of something healthy✅ Real purpose isn't decoration on the wall—it should guide actual decisions, especially when purpose conflicts with profit✅ Genuine purpose is co-created, not handed down from leadership retreats✅ You can have an organisation with a real purpose that still isn't YOUR purpose—and that's okay✅ Even when you find perfect alignment, watch for the purpose paradox: sustainable impact matters more than burning yourself outWho This Episode Is ForAnyone feeling disconnected from their workLeaders trying to build genuinely purpose-driven organisationsPeople considering career transitionsHR professionals working on culture and engagementConsultants and coaches supporting organisational developmentFeatured ResearchFloris, M., Casulli, L., & Ferrari, L. (2023). Editorial: Searching for meaning in work and life: Happiness, wellbeing and the future of organizations. Frontiers in Psychology, 14, 1287404.van Ingen, R., Peters, P., De Ruiter, M., & Robben, H. (2021). Exploring the meaning of organizational purpose at a new dawn: The development of a conceptual model through expert interviews. Frontiers in Psychology, 12, 675543.Quotable Moments💬 "The question isn't whether purpose matters—research makes it clear that it does. The real question is whether your organisation's purpose is genuine and if it aligns with yours."💬 "Real purpose isn't decoration hanging on the wall. It shapes resource allocation, strategic priorities, hiring decisions, and how conflicts get resolved."💬 "When there's a direct conflict between purpose and profit, what wins? If profit always wins, your purpose statement is just window dressing."💬 "Real purpose should make you want to get up in the morning. It gives you energy rather than draining it."Questions for ReflectionAfter listening to this episode, ask yourself:If my organisation disappeared tomorrow, what would the world actually lose?When purpose conflicts with profit in my organisation, which one actually wins?Was I part of creating our organisation's purpose, or was it handed down to me?Does my organisation's purpose genuinely inspire me, or does it feel like corporate speak?Am I experiencing purpose-person misalignment? If so, what are my options?Take ActionReady to apply what you learned? Here's your next step:Audit Your Organisation: Go through the five characteristics honestly—not what your website says, but what actually happens in practice. Be brutally honest with yourself about the gap between aspirations and reality.Assess Your Alignment: Even if your organisation has a genuine purpose, does it resonate with what matters to YOU? Do you sense that connection in your daily work?Make a Conscious Choice: If there's misalignment, decide: Can you advocate for change? Do you have the energy for that battle? Or is it time to look elsewhere?Connect with PsychChatEnjoyed this episode? Here's how to stay connected:📧 Email: psychchat@omnipsi.com 🐦 Twitter/X: @psych_chat 🎙️ Listen: Available on Spotify, Apple Podcasts, and all major podcast platforms⭐ Leave a Review: Your reviews help others discover the show and help us understand what content matters most to you🔔 Subscribe: Don't miss future episodes—hit that subscribe button nowHashtags#PsychChat #OrganisationalPurpose #WorkplaceMeaning #...
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    29 分
  • Episode 055 - Why the Best Leaders Know When to Crack a Joke (and When Not To)

    Episode 055 - Why the Best Leaders Know When to Crack a Joke (and When Not To)
    2025/10/24

    In this conversation, Dr Austin Tay explores the significance of humour in leadership and its impact on workplace dynamics. He discusses the different styles of humour, the strategic use of humour to foster team cohesion, and how humour can serve as a diagnostic tool for understanding organisational challenges. The conversation emphasises the importance of context, trust, and appropriateness in using humour effectively, ultimately highlighting how leaders who leverage humour can create a more engaging and resilient workplace culture.

    Takeaways

    • Humour can unveil deeper organisational problems.
    • Positive humour boosts team performance and cohesion.
    • Understanding humour styles is vital for effective leadership.
    • Humour can serve as a diagnostic tool for organisational health.
    • Trust is crucial for humour to be impactful.
    • Timing and context are essential when applying humour. Inappropriate humour can harm leadership credibility.
    • Leaders should monitor humour patterns within their teams.
    • Self-deprecating humour promotes psychological safety.
    • Humour can help manage workplace tensions and contradictions.


    REFERENCES

    Hatch, M. J., & Ehrlich, S. B. (1993). Spontaneous humour as an indicator of paradox and ambiguity in organisations. Organisation Studies, 14(4), 505-526. https://doi.org/10.1177/017084069301400403

    Holmes, J., & Marra, M. (2006). Humour and leadership style. Humor: International Journal of Humor Research, 19(2), 119-138. https://doi.org/10.1515/HUMOR.2006.006

    Mao, J. Y., Chiang, J. T. J., Zhang, Y., & Gao, M. (2017). Humour as a relationship lubricant: The implications of leader humour on transformational leadership perceptions and team performance. Journal of Leadership & Organisational Studies, 24(4), 494-506. https://doi.org/10.1177/1548051817707518

    Vetter, L., & Gockel, C. (2016). Can't buy me laughter—Humour in organisational change. Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO), 47(4), 313-320. https://doi.org/10.1007/s11612-016-0341-7

    Mesmer-Magnus, J., Glew, D. J., & Viswesvaran, C. (2012). A meta-analysis of positive humour in the workplace. Journal of Managerial Psychology, 27(2), 155-190. https://doi.org/10.1108/02683941211199554

    Martin, R. A., Puhlik-Doris, P., Larsen, G., Gray, J., & Weir, K. (2003). Individual differences in uses of humour and their relation to psychological well-being: Development of the Humour Styles Questionnaire. Journal of Research in Personality, 37(1), 48-75. https://doi.org/10.1016/S0092-6566(02)00534-2

    Lee, D. (2015). The impact of leader's humour on employees' creativity: The moderating role of trust in leader. Seoul Journal of Business, 21(1), 59-86. https://doi.org/10.35152/snusjb.2015.21.1.003

    Tremblay, M. (2017). Humour in teams: Multilevel relationships between humour climate, inclusion, trust, and citizenship behaviours. Journal of Business and Psychology, 32(4), 363-378. https://doi.org/10.1007/s10869-016-9445-x

    Rosenberg, C., Walker, A., Leiter, M., & Graffam, J. (2021). Humour in workplace leadership: A systematic search scoping review. Frontiers in Psychology, 12, 610795. https://doi.org/10.3389/fpsyg.2021.610795

    Bitterly, T. B., Brooks, A. W., & Schweitzer, M. E. (2017). Risky business: When humour increases and decreases status. Journal of Personality and Social Psychology, 112(3), 431-455. https://doi.org/10.1037/pspi0000079

    Decker, W. H., & Rotondo, D. M. (2001). Relationships among gender, type of humour, and perceived leader effectiveness. Journal of Managerial Issues, 13(4), 450-465.

    Yue, X., Jiang, F., Lu, S., & Hiranandani, N. (2016). To be or not to be humorous? Cross-cultural perspectives on humour. Frontiers in Psychology, 7, 1495. https://doi.org/10.3389/fpsyg.2016.01495
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    22 分
  • Episode 054 -"The Humble CEO Paradox: Why the Best Leaders Don't Act Like They're the Best"

    Episode 054 -"The Humble CEO Paradox: Why the Best Leaders Don't Act Like They're the Best"
    2025/09/19

    Ever wondered why some CEOs inspire fierce loyalty while others can't stop their employees from heading for the exit? This episode flips everything you think you know about leadership upside down! We're diving deep into the "humble leadership paradox" - why the leaders who seem least power-hungry might actually be the most powerful of all.

    🌟 Memorable Quotes

    "Humility paired with action shows confidence, not weakness. It says, 'I'm so secure in my abilities that I don't need to prove I'm the smartest person in the room.'"

    "Maybe real power means asking better questions... maybe true authority means making everyone else smarter."

    🔄 Connect & Share

    Found this episode helpful? Please share it with someone who needs to hear it! Tag us and let us know your biggest takeaway.

    📖 Academic References

    Full research citations available in the episode transcript, featuring work from leading organizational psychology journals and leadership researchers.
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    19 分
  • Episode 053 - Can Positivity Transform Your Workplace? The Revolution of Positive Organisational Psychology

    Episode 053 - Can Positivity Transform Your Workplace? The Revolution of Positive Organisational Psychology
    2025/04/04

    🌟 In this exciting episode, I dive into the incredible impact of positivity in the workplace! Discover how Positive Organizational Psychology 2.0 is revolutionizing our work environments. Are you ready to embrace this transformation? Let’s unlock the power of positivity together! 💼✨ #PositiveWorkplace #OrganizationalPsychology #WorkplaceWellness

    References

    Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127-152. https://doi.org/10.1002/hrdq.20070

    Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328. https://doi.org/10.1108/02683940710733115

    Bakker, A. B., Demerouti, E., & Euwema, M. C. (2005). Job resources buffer the impact of job demands on burnout. Journal of Occupational Health Psychology, 10(2), 170-180. https://doi.org/10.1037/1076-8998.10.2.170

    Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99(2), 274-284. https://doi.org/10.1037/0022-0663.99.2.274

    Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2), 147-154. https://doi.org/10.1002/job.515

    Cameron, K. S., & Dutton, J. E. (2003). Positive organizational scholarship: Foundations of a new discipline. Berrett-Koehler Publishers.

    Fredrickson, B. L., & Losada, M. F. (2005). Positive affect and the complex dynamics of human flourishing. American Psychologist, 60(7), 678-686. https://doi.org/10.1037/0003-066X.60.7.678

    Hakanen, J. J., Bakker, A. B., & Demerouti, E. (2005). How dentists cope with their job demands and stay engaged: The moderating role of job resources. European Journal of Oral Sciences, 113(6), 479-487. https://doi.org/10.1111/j.1600-0722.2005.00250.x

    Heinitz, K., Lorenz, T., Schulze, D., & Schorlemmer, J. (2018). Positive organisational psychology: Longitudinal effects on subjective well-being. PLOS ONE, 13(6), e0198588. https://doi.org/10.1371/journal.pone.0198588

    Jafari, F., Salari, N., Hosseinian-Far, A., Abdi, A., & Ezatizadeh, N. (2021). Predicting positive organizational behavior based on structural and psychological empowerment among nurses. Cost Effectiveness and Resource Allocation, 19(38). https://doi.org/10.1186/s12962-021-00289-1

    Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16(1), 57-72. https://doi.org/10.5465/ame.2002.6640181

    Luthans, F., & Youssef, C. M. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, 33(2), 143-160. https://doi.org/10.1016/j.orgdyn.2004.01.003

    Martín-Del-Río, B., Neipp, M. C., García-Selva, A., & Solanes-Puchol, A. (2021). Positive organizational psychology: A bibliometric review and science mapping analysis. International Journal of Environmental Research and Public Health, 18(10), 5222. https://doi.org/10.3390/ijerph18105222

    Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315. https://doi.org/10.1002/job.248

    Seligman, M. E. P., & Csikszentmihalyi, M. (2000). Positive psychology: An introduction. American Psychologist, 55(1), 5-14. https://doi.org/10.1037/0003-066X.55.1.5

    van Zyl, L. E., Dik, B. J., Donaldson, S. I., Klibert, J. J., di Blasi, Z., van Wingerden, J., & Salanova, M. (2024). Positive organisational psychology 2.0: Embracing the technological revolution. The Journal of Positive Psychology, 19(4), 699-711. https://doi.org/10.1080/17439760.2023.2257640

    OmniPsi Consulting presents this podcast. For more information about our services, please visit our website here.

    Want to explore topics that matter to you? Connect with us on BlueSky or shoot us an email at psychchat@omnipsi.com. Don't forget to subscribe to our podcast for insightful discussions that empower you to navigate the complexities of the world of work. Let's dive into the issues that shape your professional journey! #Podcast #WorkLife #CareerAdvice


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    26 分
  • Episode 052 - Are we making better workplace decisions? Understanding the Science Behind Our Choices

    Episode 052 - Are we making better workplace decisions? Understanding the Science Behind Our Choices
    2025/02/28

    In this episode, I discuss the science behind bounded rationality and offer ways to navigate our decision-making process. In this exciting episode, I delve into the fascinating realm of bounded rationality and uncover the hidden factors that influence our choices. Join me as I share insightful strategies that can empower you to make better decisions, enhance your problem-solving skills, and confidently navigate the complexities of daily life. Don’t miss out on these powerful tools that can transform your thoughts and decisions!

    References

    1. Viale, R., Gallagher, S., & Gallese, V. (2023). Bounded rationality, enactive problem solving, and the neuroscience of social interaction. Frontiers in Psychology, 14, 1152866. https://doi.org/10.3389/fpsyg.2023.1152866

    2. Petracca, E. (2021). Embodying Bounded Rationality: From Embodied Bounded Rationality to Embodied Rationality. Frontiers in Psychology, 12, 710607. https://doi.org/10.3389/fpsyg.2021.710607


    3. Simon, H. A. (1947). Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization. Macmillan.


    4. Simon, H. A. (1955). A behavioral model of rational choice. The Quarterly Journal of Economics, 69(1), 99-118. https://doi.org/10.2307/1884852

    5. Simon, H. A. (1972). Theories of bounded rationality. Decision and Organization, 1(1), 161-176.

    6. Simon, H. A. (1981). The Sciences of the Artificial (2nd ed.). MIT Press.

    7. Todd, P. M., & Gigerenzer, G. (2012). Ecological rationality: Intelligence in the world. Oxford University Press. https://doi.org/10.1093/acprof:oso/9780195315448.001.0001


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    24 分
  • Episode 051 - Virtual Reality In the Workplace

    Episode 051 - Virtual Reality In the Workplace
    2025/01/16

    Imagine stepping into your office and leaving behind the limitations of your physical surroundings. In this episode, we dive into the fascinating world of virtual reality in the workplace. What does the future hold as we integrate immersive technology into our daily tasks? Are we truly ready to embrace this revolutionary shift that could forever transform our work? Join me as we explore the possibilities and challenges of a VR-enhanced work environment!

    References

    Macchi, G., & De Pisapia, N. (2024). Virtual reality, face-to-face, and 2D video conferencing differently impact fatigue, creativity, flow, and decision-making in workplace dynamics. Scientific Reports, 14(10260). https://doi.org/10.1038/s41598-024-60942-6

    Michinov, E., Dodeler, V., Adam, H., & Michinov, N. (2024). Relaxing at work: Does virtual reality work? An exploratory study among employees in their workplace. Frontiers in Organizational Psychology, 20241816. https://doi.org/10.3389/forgp.2024.1441816

    Naranjo, J. E., et al. (2020). A scoping review on virtual reality-based industrial training. Applied Sciences, 10(8), 8224. https://doi.org/10.3390/app10228224
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    14 分
  • Episode 050 - Conversation with Harleen Grover, Leadership and Menopause in the Workplace Coach

    Episode 050 - Conversation with Harleen Grover, Leadership and Menopause in the Workplace Coach
    2024/12/20

    In this episode, I had a great conversation with Harleen Grover, Leadership and Menopause in the Workplace Coach.
    With a very impressive background in the corporate world and acting, Harleen shares how she interweaves both into her coaching work. Apart from focusing on leadership coaching, she highlights the importance of menopause coaching in the workplace.

    To reach out to Harleen Grover, please click on the following links.

    https://thespacehq.com/

    https://www.linkedin.com/in/harleen-grover/
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    24 分
  • Episode 049 - The Green Eyed Monster At Work : Understanding and Managing Workplace Envy

    Episode 049 - The Green Eyed Monster At Work : Understanding and Managing Workplace Envy
    2024/12/06

    Everyone experiences envy in the workplace at some point. In this episode, I explore the meaning of envy in the workplace and how we can overcome this green-eyed monster.

    References

    González-Navarro, P., Zurriaga-Llorens, R., Tosin Olateju, A., & Llinares-Insa, L. I. (2018). Envy and counterproductive work behavior: The moderation role of leadership in public and private organizations. International Journal of Environmental Research and Public Health, 15(7), 1455. https://doi.org/10.3390/ijerph15071455

    Li, M., Xu, X., & Kwan, H. K. (2023). The antecedents and consequences of workplace envy: A meta-analytic review. Asia Pacific Journal of Management, 40(1), 1-35. https://doi.org/10.1007/s10490-021-09772-y

    Su, X., & Chen, C. (2023). The influence of workplace envy on employees' knowledge-hiding behavior based on a comparative analysis between generation cohorts. Behavioral Sciences, 13(9), 716. https://doi.org/10.3390/bs13090716

    Tai, K., Narayanan, J., & McAllister, D. J. (2012). Envy as pain: Rethinking the nature of envy and its implications for employees and organizations. Academy of Management Review, 37(1), 107-129. https://doi.org/10.5465/amr.2009.0484

    van de Ven, N., Zeelenberg, M., & Pieters, R. (2009). Leveling up and down: The experiences of benign and malicious envy. Emotion, 9(3), 419-429. https://doi.org/10.1037/a0015669
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    29 分