Thanks to Simon de Jong and Benjamin de Cleen for their comments on earlier drafts of the paper.

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www. futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.

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Summary Despite being based on the premise of a dynamic interpersonal process, studies on leader–member exchange theory often fail to acknowledge its dyadic and dynamic nature. We discuss how the interpersonal affect dynamics literature—and particularly its focus on the emergence of relationship patterns—may advance research on leader–follower interactions.

Whereas several studies have demonstrated that core self-evaluations (CSE)–or one’s appraisals about one’s own self-worth, capabilities, and competences–relate to job outcomes, less is known about the mechanisms underlying these relationships. In the present study, we address this issue by examining the role of within- and between-person variation in CSE in the relationship between work pressure and task performance. We hypothesized that (a) work pressure relates to task performance in a curvilinear way, (b) state CSE mediates the curvilinear relationship between work pressure and task performance, and (c) the relationship between work pressure and state CSE is moderated by trait CSE. Our hypotheses were tested via a 10-day daily diary study with 55 employees in which trait CSE was measured at baseline, while work pressure, task performance, and state CSE were assessed on a daily basis. Bayesian multilevel path analysis showed that work pressure affects task performance via state CSE, with state CSE increasing as long as the employee feels that (s)he is able to handle the work pressure, while it decreases when the level of work pressure exceeds the employees’ coping abilities. Moreover, we found that for people low on trait CSE, the depleting effect of work pressure via state CSE happens for low levels of work pressure, while for people high in trait CSE the depleting effect is located at high levels of work pressure. Together, our findings suggest that the impact of work pressure on task performance is driven by a complex interplay of between- and within-person differences in CSE.