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To demonstrate how applied projects integrated within master’s level graduate programs in the organizational sciences provide students with experiences that facilitate the translation of classroom concepts into practices that positively impact individual, organizational, and societal level outcomes.

We discuss how the scientist-practitioner model guides our thinking regarding the development of cocurriculum options for master’s level students. To give context, we provide thumbnail sketches of two applied programs — a master’s of science degree program in industrial-organizational psychology and a master’s of business administration (MBA) program — that serve as exemplars for linking practice with science.

We demonstrated, with specific examples, how practicum courses can bridge curricular and cocurricular offerings in stand-alone master’s programs, thus offering a glimpse into the range of activities completed by master’s students with little to over 20 years of work experience: job analysis, interview protocol development, program evaluation, talent acquisition, performance management, coaching, as well as training strategy ideation and delivery. We conclude the chapter with final reflections on the use of practicum classes in master’s level training.

The practicum courses detailed serve as unique exemplars of how to apply theory and research to organizational problems, thus bridging science and practice in the organizational sciences.

To examine empathy as a trait that influences leadership behaviors, which, in turn, influence group decision-making.

This study uses an assessment center design to maximize internal validity.

The structural equation model shows that empathy strongly relates to both relationship leadership and task leadership, while cognitive ability only relates to task leadership. Both relationship leadership and task leadership exert influence over group task choice and group decisions. Thus, empathy has its major effects through influencing leader behaviors, which, in turn, have distal impacts on outcomes such as influence over decisions.

The study results should be further tested in field settings.

The findings suggest that organizations should recruit and promote leaders high in empathy.

This is the first study to test whether leader behaviors mediate the effects of leader empathy on group decision-making.

COVID-19 is a global pandemic that was unprecedented in human history. The scale of infection was unusual with most countries succumbing to this disease. Various mitigation plans were introduced by governments around the world to contain the spread of the virus. The Southeast Asian region is not spared from the harmful effects of COVID-19. Most Southeast Asian countries responded swiftly to COVID-19 by introducing stringent policies such as contact tracing, mandatory quarantine, restriction of movements, cancellation of public events, health screenings, and border closures early on to tackle the rapid spread of the virus. The adoption of technology for contact tracing such as MySejahtera (Malaysia), TraceTogether (Singapore), PeduliLindungi (Indonesia), Mor Chana (Thailand), and Stay Safe (Philippines) shows the rapid response from the governments to contain the spread of COVID-19. The variation in the degree of success stories at different timelines in managing COVID-19 in the region indicates that COVID-19 management requires short and long-term planning, especially in the public health policy. In the case of Malaysia, the first phase of movement control order (MCO, 18–31 March 2020) took place on the background of political turmoil. The newly formed government under the leadership of Muhyiddin Yasin announced the first phase of lockdown in Malaysia to control the rising number of COVID-19 cases. The lockdowns then evolved into different forms at different phases of implementation until it was announced on 8 March 2022 that the country is transitioning to the endemic phase on 1 April 2022. This study shows that the respondents to our survey during the first phase of MCO are highly aware of the government’s initiatives to manage COVID-19 and the Malaysian public has a high level of trust and confidence in the government’s initiatives. The stringent measures taken by the government in the first wave of COVID-19 were seen as a necessity and it provided legitimacy to the government despite being the first unelected government in Malaysian history.

Addressing the challenge of continuously strengthening our own leadership begins with considering our self-efficacy, our belief in our capacity to carry out desired actions, and its influence on our agency, our actual capacity to carry out desired actions. Our agency grows when “nudged” along by our self-efficacy. However, this requires insight into what is happening around us, achieved by looking to the following two leadership horizons:

Presence, how much we notice and attend to what is happening, with empathy, for all stakeholders.

Vision and values, why we do what we do, how we see ourselves, and who we aspire to be.

Beyond what these two leadership horizons offer separately, together they influence the stories we shape in our “storied space,” the place we each occupy in which the events of the past and the possibilities of the future converge in our ever-unfolding present. We constantly draw together emerging insights to keep making new meaning and ideating possibilities best matched to addressing emerging challenges. As our understanding sharpens, we narrow our options to the best fitting one, shape it into a prototype, and test it in action. Throughout this, we constantly monitor the resonance of our self-efficacy and agency to keep the actions we intend undertaking realistically sitting at the threshold of what we can nearly accomplish.

Rather than mapping a fixed blueprint, this design approach offers rigor and agility, enabling our agency to grow organically, culminating in leadership fit for purpose, including a sound capacity to strengthen our own leadership, by design.