The Enticing world belief factor—encompassing beliefs that the world is interesting, beautiful, abundant, and worth exploring—has been hypothesized to promote subjective well-being and several character strengths (e.g., curiosity). The present pre-registered longitudinal-experimental study tests a 9-day intervention aiming to increase Enticing world belief in 247 high school and university students (aged 14–35). Results show that the intervention increased Enticing world belief from pre to post. However, these changes did not persist at a 2-week follow-up. Although we did not find the predicted positive total effects of the intervention on optimism, life satisfaction, well-being, curiosity or love of learning from pre to post, we did find positive indirect effects on all of these variables via changes in Enticing world belief. We discuss inferential limitations regarding the observed effects as well as possible reasons for the lack of positive total effects on well-being measures and character strengths.

Empathy is an important factor for coaching success. Yet there has been little research on whether it is useful at every stage of a coaching process. To explore this research question, 221 coaching sessions from 48 coach-client dyads with a focus on business- and career-related goals were analyzed, differentiating sessions both along a timeline and by coaching phases. The results show that client-perceived coach empathy positively influenced how clients viewed coaching success (i.e., the session's success, satisfaction, and goal attainment) in every session with perceived empathy increasing over the coaching process. In addition, the results highlight how the client's approach-related, positive affective states can contribute to a successful coaching process-particularly at the beginning of a coaching process. These results contribute to an increased awareness of the coach's empathy at every session as well as how the client enters the coaching process.

Coaching in a digital environment has become increasingly popular, especially during the pandemic, with several potentials in terms of accessibility, adaptability, and flexibility. In addition, the first artificial intelligence (AI) tools have emerged as coaching interventions for self-development and well-being. However, the complex nature of the digital environment coupled with the unregulated nature of the coaching profession pose a significant risk for ethical mismanagement. This paper discusses the potential ethical risks in digital and AI coaching that can arise from the (non)human coach, the client, a third party, or the (digital) coaching context. Derived from this, the need for coach training and supervision as well as a sound coach selection based on ethical competencies is emphasized. In addition, the limitations of AI coaching are addressed, suggesting an integrated approach of AI alongside a human coach.

Mindfulness witnessed a substantial popularity surge in the past decade, especially as digitally self-administered interventions became available at relatively low costs. Yet, it is uncertain whether they effectively help reduce stress. In a preregistered (OSF https://doi.org/10.17605/OSF.IO/UF4JZ; retrospective registration at ClinicalTrials.gov NCT06308744) multi-site study (n sites = 37, n participants = 2,239, 70.4% women, M age = 22.4, s.d.age = 10.1, all fluent English speakers), we experimentally tested whether four single, standalone mindfulness exercises effectively reduced stress, using Bayesian mixed-effects models. All exercises proved to be more efficacious than the active control. We observed a mean difference of 0.27 (d = -0.56; 95% confidence interval, -0.43 to -0.69) between the control condition (M = 1.95, s.d. = 0.50) and the condition with the largest stress reduction (body scan: M = 1.68, s.d. = 0.46). Our findings suggest that mindfulness may be beneficial for reducing self-reported short-term stress for English speakers from higher-income countries. Does self-administered mindfulness effectively reduce stress? In a study across 37 sites involving 2,239 participants, four mindfulness exercises significantly reduced short-term, self-reported stress.

Our research investigated whether the dark triad personality traits relate to work attitude including work-related motivation, organizational identification, organizational commitment, and job satisfaction. We hypothesized that subclinical narcissism is associated positively, while subclinical psychopathy is associated negatively with work attitude. We also investigated the relationships between Machiavellianism and work attitude but did not formulate any hypothesis because of the mixed previous findings. Two studies (N-Total = 688) assessed these predictions. Importantly, in Study 2 we obtained both self-report and observer-report measures of dark triad traits and achievement motivation. Results supported our predictions. The findings suggest that each dark triad trait has a distinct relationship with work outcomes. Furthermore, the participants' self- and other-rated dark triad personality traits only correlated weakly. Implications of these findings are discussed.

The present research investigated whether the Italian mafia as a Dark Triad threat increased threat-related affective states and explored how thinking about defense mechanisms may help to reduce these states. For this, we conducted a multi-method experimental study with Italians (N = 253). The quantitative results show that the mafia as a threat manipulation increased threat-related affective states in terms of higher behavioral inhibition (BIS) and lower behavioral activation (BAS). The qualitative results further depict proximal and distal defense mechanisms to reduce this threat, which can be categorized into models of threat and defense. Exploratory analyses indicate that naming distal defenses positively affected the increase of BAS. Additionally, when participants had higher levels of BIS after the threat, naming more defenses and proximal defenses positively affected the decrease of BIS. Further qualitative results provide valuable information on effective personal and societal buffers for the perceived threat of the Italian mafia.

Abstract The Dark Triad (DT; narcissism, Machiavellianism, psychopathy) has fascinated its audience in movies and theaters for decades. However, they also seem to evoke a sense of threat among people that interact with them. The present research hypothesizes that DT leaders are perceived as both threatening and fascinating. As fascination is approach-oriented while threat is avoidance-oriented, people facing a DT leader should be motivated to avoid and approach these leaders simultaneously, which could lead to a motivational conflict. In three studies (N1 = 255, N2 = 156, N3 = 138), we found that DT leaders evoked states of threat in the form of higher behavioral inhibition and lower behavioral activation. We further found that positive fascination emotions in terms of interest or curiosity were significantly higher in the control condition, while negative fascination emotions in terms of puzzlement or bafflement were substantially higher in the DT condition. The qualitative data gives additional insights into whata can be fascinating about a DT leader. Furthermore, the findings depict how both threat and fascination influence people's tendency for social proximity. Theoretical and practical implications are discussed.

The term ‘digital coaching’ is widely used but ill-defined. The present study therefore investigates how digital coaching is defined and how it differentiates from face-to-face coaching and other digital-technology-enabled (DT-enabled) formats, such as digital training, digital mentoring, or digital consulting. A qualitative inductive approach was chosen for more in-depth and open-minded content. Based on previous studies on the importance of asking coaches working in the field, 260 coaches working in the field of digital coaching were surveyed. The given answers depict the importance of differing between forms of DT-enabled coaching. Thus, digital coaching is a DT-enabled, synchronous conversation between a human coach and a human coachee, which is different to artificial intelligence (AI) coaching and coaching that is supported by asynchronous digital and learning communication technologies. Due to this definition and differentiation, future studies can explore the digital coaching process and its effectiveness – particularly in comparison to other formats. Furthermore, this clear definition enables practitioners to maintain professional standards and manage client’s expectations of digital coaching while helping clients understand what to expect from digital coaching.

Unter der Überschrift „Problemfelder beim Arbeiten im Homeoffice“ haben Wirtschaftspsychologie-Studierende sich in Teams von 2−5 Personen zusammengefunden und anhand des PATH-Modells von Buunk et al. (2021) über fünf Wochen hinweg Herausforderungen im Homeoffice tiefgreifend analysiert und Produktideen für die Praxis entwickelt.

Homeoffice ist nur eine Variante von Telearbeit. Daneben gibt es auch die Möglichkeit, Büros außerhalb des offiziellen Firmengebäudes oder der eigenen Wohnung zu nutzen.

Durch die globalisierten Fortschritte in der heutigen Welt und vor allem durch die Corona Pandemie als Transformationsbeschleuniger gewann das Arbeiten von zuhause aus an Relevanz: Etwa ein Viertel der befragten Berufstätigen in Deutschland arbeitete in 2020/21 von daheim , über 40 % waren es in Österreich und weltweit sogar 60 %.

Vielen Menschen im Homeoffice fehlt der soziale Austausch mit Kolleg:innen im Büro wodurch das Risiko der sozialen Isolation steigt: Bereits vor Corona haben viele das Arbeiten im Homeoffice als sozial isolierend empfunden. Vor allem Gespräche zum Informationsaustausch in den Fluren werden vermisst.

People with high dark triad tendencies are often found in leadership positions. Yet research is lacking on whether dark triad personality traits positively correlate with the height of leadership levels (no leadership position, low-level leaders, high-level leaders, head and founder of the company). To explore this relationship between the dark triad and these leadership levels, three studies (NGermany = 137; NHungary = 333; NBothCountries = 355) were conducted, to measure dark triad scores for each leadership level. The results reveal that people in higher leadership levels display both higher self-rated and subordinate-rated dark triad scores. Further research is needed to investigate whether this finding is replicable for more objective measures and longitudinal studies as well as cultural norms, which may discourage or support dark triad traits. As the organizations are an important factor in promoting ethic-oriented behavior in individuals, one practical implication could be increased focus on developing ethical behavior during the assessment and training of leadership positions.

Cognitive empathy, expressed as either imagine-self (imagining oneself in the other’s situation) or imagine-other (imagining the other person in his/her situation) empathy, is essential for self-change and satisfaction in coaching. In two studies, we investigated the difference between coaches’ imagine-self versus imagine-other empathy. In a survey study ( N 1 = 242), we found that the more important coaches perceived the client’s self-change, the more valuable they not only rated empathy in general but also imagine-other (but not imagine-self) empathy in particular. In an experimental study ( N 2 = 57), we manipulated the coaches’ imagine-self versus imagine-other empathy and examined the effect on the clients’ self-change and coaching satisfaction. The results revealed a positive effect of imagine-other (but not imagine-self) empathy on these coaching outcome factors. Thus, one main practical implication is the relevance of showing imagine-other instead of imagine-self empathy as a coach. However, future research should investigate other personnel development approaches like mentoring or training with regard to imagine-self versus imagine-other empathy.

ZusammenfassungBisher wurden Schwierigkeiten im Coaching wenig erforscht. Dieser Beitrag berichtet daher von Forschung, die zeigt, welche Herausforderungen im Coaching von Klienten mit narzisstischen Tendenzen auftreten können. Klienten mit narzisstischen Tendenzen wurden von den Coaches der Studien nicht nur als schwierig erlebt, sondern führten bei den Coaches auch zu impliziter Angst und Disstress. Dieses Ergebnis zeigt die Notwendigkeit von erfolgreichen Coaching-Strategien im Umgang mit narzisstischen Klienten auf. Eine mögliche Strategie, um als Coach nach solch einem Klienten die entstandene Angst und Disstress zu reduzieren, ist laut ersten Studien das Praktizieren von Achtsamkeit.