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In this research, the authors test a model in which the regulatory focus of employees at work mediates the influence of leadership on employee behavior. In a nationally representative sample of 250 workers who responded over 2 time periods, prevention focus mediated the relationship of initiating structure to in-role performance and deviant behavior, whereas promotion focus mediated the relationship of servant leadership to helping and creative behavior. The results indicate that even though initiating structure and servant leadership share some variance in explaining other variables, each leadership style incrementally predicts disparate outcomes after controlling for the other style and dispositional tendencies. A new regulatory focus scale, the Work Regulatory Focus (WRF) Scale, also was developed and initially validated for this study. Implications for the results and the WRF Scale are discussed. Keywords: regulatory focus, servant leadership, initiating structure

Six hundred fifty-two employees composing 51 work teams participated in a study examining relationships among team composition (ability and personality), team process (social cohesion), and team outcomes (team viability and team performance). Mean, variance, minimum, and maximum were 4 scoring methods used to operationalize the team composition variables to capture the team members' characteristics. With respect to composition variables, teams higher in general mental ability (GMA), conscientiousness, agreeableness, extraversion, and emotional stability received higher supervisor ratings for team performance. Teams higher in GMA, extraversion, and emotional stability received higher supervisor ratings for team viability. Results also show that extraversion and emotional stability were associated with team viability through social cohesion. Implications and future research needs are discussed.

A study examines the impact of supervisors' transformational leadership (TFL), informational and interpersonal justice, and group cohesion perceptions on employee cynicism about organizational change (CAOC). Results indicate that TFL is negatively related to employee CAOC and that the relationship is mediated by employees' informational and interpersonal justice perceptions.

A meta-analysis of one approach to measuring expectancy and self-efficacy was conducted. Although used for over 25 years, this measure has yet to be named or integrated across the two theoretical domains. We proposed to label this measure a Multilevel Performance Probability and conducted a meta-analysis. The search for empirical tests of expectancy and self-efficacy using this procedure yielded 16 studies with ratings which could be subjected to meta-analysis. Five studies with 8 tests were taken from expectancy studies and 11 studies with 47 tests from studies of self-efficacy. In total, the analyses involved 7,444 subjects across 55 tests of the Multilevel Performance Probability to performance relationship. Examination of the measure as a predictor of performance gave a mean r of .51 (p