Search

The impacts of COVID-19 on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations.This review and preview of relevant literatures focuses on: (i) emergent changes in work practices (e.g., working from home, virtual teamwork) and (ii) emergent changes for workers (e.g, social distancing, stress, and unemployment). In addition, potentialmoderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions.

The impacts of COVID-19 on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on (a) emergent changes in work practices (e.g., working from home, virtual teamwork) and (b) emergent changes for workers (e.g., social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions. (PsycInfo Database Record (c) 2021 APA, all rights reserved) Public Significance Statement—COVID-19 has disrupted work and organizations across the globe. This overview integrates and applies prior research in work and organizational psychology as well as related fields in its examination of emergent changes for work practices as well as workers. This article also acknowledges and considers the disproportionate impacts that COVID-19 may have on workers depending on demographic characteristics, individual differences, and relevant organizational norms. In addition to helping make sense of the implications of COVID-19 for employees, teams, and work organizations, this review features roadmaps for future research and action. (PsycInfo Database Record (c) 2021 APA, all rights reserved)

An amendment to this paper has been published and can be accessed via a link at the top of the paper.

We present a consensus-based checklist to improve and document the transparency of research reports in social and behavioural research. An accompanying online application allows users to complete the form and generate a report that they can submit with their manuscript or post to a public repository.

Leadership scholars have made many inroads in understanding leadership. However, making sense of thousands of studies and hundreds of books is a difficult endeavour, which is why many still incorrectly think that leadership is an elusive phenomenon. The Nature of Leadership is the first concise and integrated volume that addresses current issues in leadership research, including emerging topics such as gender, culture, and ethics. More than ever before, leadership is seen as critical for the proper functioning of societies and social institutions. Written by a team of leading experts, this book will provide compelling answers to the most vexing questions surrounding leadership.

In this introductory chapter, the editors of the present volume provide readers with the background necessary to understand the chapters that follow. They first acquaint readers with the concept of leadership and why leadership is necessary. Then, the editors briefly trace the history of leadership research and examine its major schools, most of which are reviewed in this book. Their historical overview is also necessary as an organizing framework because chapter authors frequently refer to elements of the history of leadership research. Next, the editors discuss emerging issues in leadership research and how findings are being consolidated. Finally, they provide an overview of the book and a summary of each chapter.

In this chapter, we review leadership research, with special attention to the questions that psychologists have addressed. Our presentation emphasizes that the phenomena of leadership can be predicted by a wide range of situational, social, and individual differences factors. Although not organized into a single, coherent theory, these bodies of knowledge are sufficiently related that we are able to piece together a moderately cohesive picture of leadership. This emergent understanding derives from research based on highly varied research methods, the most important of which we review and evaluate in this chapter.

Making correct causal claims is important for research and practice. This article explains what causality is, and how it can be established via experimental design. Because experiments are infeasible in many applied settings, researchers often use "observational" methods to estimate causal models. In these situations, it is likely that model estimates are compromised by endogeneity. The article discusses the conditions that engender endogeneity and methods that can eliminate it.

Most leadership and management researchers ignore one key design and estimation problem rendering parameter estimates uninterpretable: Endogeneity. We discuss the problem of endogeneity in depth and explain conditions that engender it using examples grounded in the leadership literature. We show how consistent causal estimates can be derived from the randomized experiment, where endogeneity is eliminated by experimental design. We then review the reasons why estimates may become biased (i.e., inconsistent) in non-experimental designs and present a number of useful remedies for examining causal relations with non-experimental data. We write in intuitive terms using nontechnical language to make this chapter accessible to a large audience.

The good news with regard to this (or any) chapter on the future of leadership is that there is one. There was a time when researchers called for a moratorium on new leadership theory and research (e.g., Miner, 1975) citing the uncertain future of the field. Then for a time there was a popular academic perspective that leadership did not really matter when it came to shaping organizational outcomes (Meindl & Ehrlich, 1987; Meindl, Ehrlich, & Dukerich, 1985; Pfeffer, 1977). That perspective was laid to rest by "realists" in the field (Day & Antonakis, 2012a) by means of empirical re-interpretation of the results used to support the position that leadership does not matter (Lieberson & O'Connor, 1972; Salancik & Pfeffer, 1977). Specifically, Day and Lord (1988) showed that when proper methodological concerns were addressed (e.g., controlling for industry and company size effects; incorporating appropriate time lags) that the impact of top-level leadership was considerable - explaining as much as 45% of the variance in measures of organizational performance. Despite some recent pessimistic sentiments about the "curiously unformed" state of leadership research and theory (Hackman & Wageman, 2007), others have argued that the field has continued to evolve and is potentially on the threshold of some significant breakthroughs (Day & Antonakis, 2012a). Leadership scholars have been re-energized by new directions in the field and research efforts have revitalized areas previously abandoned for apparent lack of consistency in findings (e.g., leadership trait theory). Our accumulated knowledge now allows us to explain the nature of leadership including its biological bases and other antecedents, and consequences with some degree of confidence. There are other comprehensive sources that review the extensive theoretical and empirical foundation of leadership (Bass, 2008; Day & Antonakis, 2012b) so that will not be the focus of the present chapter.

With contributions from leading authors in the most important areas of current research, this book provides insight into the streams that are driving leadership theory and practice today. The Nature of Leadership, Second Edition provides students with an updated and complete yet concise handbook that solidifies and integrates the vast and disparate leadership literature.Key Features of the Second Edition· Provides contributions from twenty-three subject-matter experts-ranging from the eminent to the up-and-coming-giving students an unsurpassed breadth of knowledge and perspective· Organizes the material into the three key thematic areas of Leadership-Science, Nature, and Nurture; the Major Schools of Leadership; and Leadership and Special Domains· Includes nine brand new chapters that provide students with the state-of-the-art of leadership theory and practice such as evolutionary and biological perspectives, individual differences, and shared leadership· Updates the content of seven retained chapters, with reference to recent research and developments in the field· Adds pedagogical features, including discussion questions, a list of practice-focused supplemental readings, and references to case studies

In this chapter, I review literature on traits (i.e., individual differences) and their links to leader outcomes. I present an integrated model, the ascription-actuality trait theory, to explain two routes to leader outcomes that stem from traits: the route that objectively matters and the route that appears to matter but objectively may not. I discuss the history of trait research and provide criteria by which we should judge the validity of trait models. Finally, I review trait models that are the most predictive of leadership outcomes and identify those that are non-starters.

Les auditeurs exercent une activité tournée dans une large mesure vers l'intérêt public. Il paraît donc important que la qualité des services qu'ils fournissent soit aussi élevée que possible. La question se pose dès lors de savoir s'il est possible, notamment au moment de leur engagement, de prévoir les performances individuelles futures des auditeurs.