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The purpose of this paper is to report findings from two studies that compare the nature (construct validity) and relative effects (incremental predictive validity) of environmentally specific transformational leadership (ETFL) to general transformational leadership.

The nature of ETFL was investigated in an empirical study based on a sample of 185 employees. The relative effects of ETFL were examined in an experimental study based on a sample of 155 university students.

A confirmatory factor analysis showed that environmentally specific and general transformational leadership are empirically distinct but related. Findings from the experimental study revealed that compared to general transformational leadership and a control condition, participants exposed to ETFL he confederate leader’s environmental values and priorities more highly and engaged in higher levels of pro-environmental behaviors.

Questions concerning ecological and external validity arise out of the experimental study. Future research should contrast the relative effects of environmentally specific and general transformational leadership across various organizational and cultural conditions. Limitations associated with demand characteristics are also of concern in the experimental study. Future research should include an environmental focus in the control condition to exclude any possible threats related to demand characteristics.

Results from these two studies provide useful information regarding within-organization environmental leadership training by suggesting that maximal individual and organizational environmental change may best be achieved by training leaders to be as specific as possible regarding their values, priorities and goals.

This research suggests that leaders should engage in ETFL behaviors to have the greatest positive impact on corporate environmental sustainability, and by extension, climate change.

In two separate studies, the construct and incremental predictive validity of ETFL were assessed.

Why some people are motivated to become leaders is important both conceptually and practically. Motivation to lead compels people to seek out leadership roles and is a distinct predictor of leader role occupancy. The goal of our research is to determine contextual (socioeconomic status and parenting quality), interpersonal (sociometric status), and personal (self-esteem and gender) antecedents of the motivation to lead among young adults.

The authors tested the model using two samples of Canadian undergraduate students (Sample 1: N = 174, M age = 20.02 years, 83% female; Sample 2: N = 217, M age = 18.8 years, 54% female). The authors tested the proposed measurement model using the first sample, and tested the hypothesized structural model using the second sample.

The proposed 5-factor measurement model provided an excellent fit to the data. The hypothesized model also provided a good fit to the data after controlling for potential threats from endogeneity. In addition, gender moderated the relationship between sociometric status and affective-identity motivation to lead, such that this interaction was significant for females but not males.

The findings make a practical contribution in understanding how parents, teachers, and organizations can encourage greater motivation to lead, especially among young adults who have faced poverty and marginalization and tend to be excluded from leadership positions in organizations.

The authors conceptualize and test the contextual, interpersonal, and personal predictors of affective-identity motivation to lead among young adults.

Given the role leaders play in organizational effectiveness, there is growing interest in understanding the antecedents of leader emergence. The authors consider parental influence by examining how witnessing interparental violence during adolescence indirectly affects adult leader role occupancy. Drawing on the work–home resources (W-HR) model, the authors hypothesize that witnessing interparental violence serves as a distal, chronic contextual demand that hinders leader role occupancy through its effects on constructive personal resources, operationalized as insecure attachment. Based on role congruity theory, the authors also predict that the relationship between attachment style and leader role occupancy will differ for women and men.

To test the hypotheses, the authors used data from the National Comorbidity Survey Replication (NCS-R) (n = 1,665 full-time employees).

After controlling for age, education, childhood socioeconomic status and experienced violence, results showed that the negative indirect effects of witnessing interparental violence on leader role occupancy through avoidant attachment was significant for females only, while the negative effects of anxious attachment hindered leader role occupancy across sexes.

Results identify novel distal (interparental violence) and proximal (attachment style) barriers to leader role occupancy, showing empirical support for the life-span approach to leadership and the persistent effects of home demands on work.

This paper investigates the extent to which disability type contributes to differential evaluation of employees by managers. In particular, the authors examined managerial prejudice against 3 disability diagnoses (i.e. psychiatric, physical disability and pending diagnosis) compared to a control group in a return-to-work scenario.

Working managers (N = 238) were randomly assigned to 1 of 3 scenarios containing medical documentation for a fictional employee that disclosed either the employee's psychiatric disability, physical disability, or a pending diagnosis. The authors also collected a separate sample (N = 42) as a control group that received a version of the medical documentation but contained no information about the disability diagnosis.

Compared with employees without stated disabilities, employees with a psychiatric disability were evaluated as more aggressive toward other employees, less trustworthy and less committed to the organization. Compared to employees with either physical disabilities or pending diagnoses, employees with psychiatric disabilities were rated as less committed to the organization. The authors discuss implications for future research and the trade-offs inherent in disability labeling and disclosure.

The current study extends prior research by examining a broader range of outcomes (i.e. perceived aggressiveness, trustworthiness and commitment) and moving beyond performance evaluations of employees with disabilities. The authors also assess the relative status of a “pending diagnosis” category—a type of disclosure often encountered by managers in many jurisdictions as part of accommodating employees returning to work from medical-related absence.

The purpose of this paper is to explore the impact of leaders’ attachment orientation and social self-efficacy on the enactment of abusive supervision.

Data were obtained from a sample of leader-subordinate dyads (n=114), and were collected using a Panel Service.

The results show that a Close/Depend attachment orientation was negatively associated with abusive supervision, while an Anxious attachment orientation was positively associated with abusive supervision. Social self-efficacy mediated these relationships.

The results generate a deeper understanding of the etiology of destructive leadership. Applying attachment theory to the study of abusive supervision also offers a new theoretical perspective on potential precursors of this behavior.

The findings suggest organizations might benefit from attempts to alter leaders’ destructive attachment orientations, and by extension, reduce their abusive behavior. It may also be possible to reduce the occurrence of abusive supervision by implementing leadership development initiatives aimed at enhancing leaders’ confidence in their social skills.

By identifying several potential precursors to abusive supervision, this study highlights possible points of intervention to combat a form of leadership that is linked with employee suffering. Thus, the findings can be used to help improve the working lives of those who are affected by this destructive workplace behavior.

Until now, research has not considered leaders’ attachment orientation as an antecedent to abusive supervision, nor has it explored the meditational role of social self-efficacy. The use of leader-follower dyads in this study also helps reduce issues related to social desirability biases and common method variance.

Despite widespread agreement that work and family roles are interdependent, there is little consensus as to how work affects family functioning. Presents a framework to account for this. First, articulates two hypotheses critical to this framework. It is the quality of the employment experience, and not employment status nor the quantity of employment, that is critical to understanding the effects of work on the family. Thus, the traditional assumption that employment is uniformly beneficial for men and detrimental for women is of little explanatory value. Work exerts an indirect effect on family functioning, and the variables that link work and family are pivotal in understanding the inter‐dependence of work and family. Presents research conducted explicitly to test this framework. Identifies conceptual ramifications and implications for organizational interventions and personal counselling.

Investigated the effect of leadership training and counseling feedback on subordinates’ perceptions of transformational leadership. A total of 40 organizational leaders participated in a 2 (training) × 2 (feedback) design. Data from 180 subordinates showed that both training and feedback resulted in increased subordinate perceptions of leaders’ transformational leadership. Results suggest that both training and feedback are effective means of changing leadership behaviors but that the combination of training and feedback did not result in enhanced transformational leadership.

This article reviews an approach to training transformational leaders that has been used for the past five years. Data assessing the effectiveness of the approach are reviewed and the key elements of the training program are described. Concludes with an assessment and identification of ongoing research issues.

Investigated whether emotional intelligence (EQ) is associated with the use of transformational leadership in 49 managers. Managers completed questionnaires assessing their own emotional intelligence and attributional style; their subordinates (n = 187) provided ratings of their transformational leadership. Controlling for attributional style, multivariate analyses of covariance showed that three aspects of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration) and constructive transactions differed according to level of emotional intelligence. In contrast, no multivariate effects emerged for transactional leadership (i.e. laissez faire or management‐by‐exception). Some suggestions for future research are offered.

We present two studies of remote transformational leadership. In the first, 175 students read a vignette depicting either a laissez‐faire, management by exception, contingent reward, or transformational leadership style communicated by electronic mail (e‐mail). Results showed that students could distinguish between the various leadership styles, and both interpersonal justice and supervision satisfaction were perceived to be higher when a transformational style was presented. In the second study, 105 undergraduates completed individual and group problem solving tasks after reading an e‐mail containing either an intellectually stimulating or charismatic message in a 2×2 design. Participants properly identified the leadership style intended by the e‐mail. Motivation was higher, and both individual and group performance greater, in the leadership conditions.