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This paper aims to offer a new leadership perspective based on the premise that leader effectiveness depends on the context in which leadership behaviors are enacted.

Literature in the areas of abusive supervision and leadership were reviewed. Using social learning and attribution theories, this study develops propositions regarding the role of perceived abusive supervision in high vs low-intensity organizations.

In this theoretical account, this paper distinguishes between low and high-intensity work organizational contexts articulating a rationale for conditions appropriate for directive leadership. This paper posits that while directive leadership will be more prevalent in high-intensity contexts, it will be specifically targeted toward poor performers, those with personality characteristics that are tied to poor performance and those engaging in deviant behaviors. This study proposes that outcomes of directive leadership will depend on how it aligns with organizational norms and culture and the causality attributed to such behaviors.

Recent leadership theories focus on nurturing and providing support to followers. This paper posits that such theories are suited to low-intensity organizations. This study offers a counterintuitive perspective in proposing that directive leadership which involves inducing stress, will lead to better outcomes in high-intensity organizational contexts. This paper offers testable propositions and avenues for future research on directive leadership in high-intensity organizational contexts.

Based on the premise that leadership is context-dependent, this study proposes that directive leadership is best suited in high-intensity organizational contexts, which is a novel proposal. Even within these high-intensity contexts, such leadership, this paper proposes will be targeted toward poor performers and employees with characteristics that are tied to poor performance and violation of organizational norms.

Examination of the role of directive leadership in high intensity, clan culture organizations may facilitate understanding that effective leadership styles may differ depending upon the organization context.

Based on the premise that leadership is context-dependent, this study presents a novel proposal that directive leadership is most suited to high-intensity organizational contexts. Even within these high-intensity contexts, such leadership, this paper posits will be targeted toward poor performers and employees with personality characteristics associated with poor and deviant performance.

The authors introduce a new construct, reputational self-awareness (RSA). RSA represents the congruence between how individuals think they are viewed by others (i.e. metaperceptions) versus how they are actually viewed (i.e. other ratings). The authors sought to demonstrate that RSA is a superior predictor of performance indices.

Personality self-ratings from 381 business students and their ratings by 966 others were collected via online surveys. Other raters rated self-raters' personalities as well as their task performance, organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs).

Results indicate that RSA predicts variance in performance above and beyond self-report ratings, and performance is highest when metaperceptions and other ratings of performance are aligned. These results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development.

The authors' results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development. A cross-sectional design was used in which personality and performance data were gathered from respondents, and the P 720 is a relatively new personality instrument.

RSA is a valuable tool for employee development, coaching and counseling because, as extant research and the authors' findings demonstrate, awareness of how others view and judge one, one's reputation is essential information to guide work behaviors and career success. Therefore, a key career-development goal for trainers and counselors should be to use a multi-perspective approach to maximize clients' RSA.

Use of other ratings as opposed to traditional self-rating of personality provides superior prediction of behavior and is more useful for career development.

This is the first study to demonstrate utility of RSA, i.e. that individuals who more accurately assess their personality are rated as performing better by others. The authors' results offer new insights for personality research and career development and support the use of personality assessment from multiple perspectives, thus enabling the exploration of potentially insightful research questions that cannot be examined by assessing personality from a single perspective.

Followers’ perceptions of leader trustworthiness affect their trust in the leader (Colquitt et al., 2007). However, because positive benefits of trust generally accrue when trust is reciprocated, examining when and why followers’ perceptions of leader trustworthiness elicit leader’s trust in followers may provide heuristic and practical value. Therefore, the purpose of this paper is to examine if followers’ perceptions of leader trustworthiness elicit leaders’ trust in followers, casting follower’s perceptions of leader–member exchange (LMX) quality as a mediator and their perceptions of empowerment as moderating this mediated relationship.

Followers’ perception of leader trustworthiness was measured at Time 1, followers’ perceptions of empowerment and LMX were measured at Time 2 and leaders’ trust in followers was measured in Time 3. The authors tested the research model with data collected from 347 leader–follower dyads using the three time-lagged surveys as noted above.

Followers’ perceptions of leader trustworthiness and perceptions of empowerment interacted to influence followers’ perceptions of LMX quality, which in turn influenced leaders’ trust in followers. Thus, LMX mediated the trustworthiness–trust relationship and this mediated relationship became stronger at increasing levels of empowerment.

Being trusted by leaders is beneficial to followers. Training managers in behaviors that elicit employees’ perceptions of manager trustworthiness has the potential to accrue benefits to employees, managers and the organization.

This study is the first to demonstrate that followers’ perception of leader trustworthiness resulted in leaders trusting followers. In addition, the results support a mediating role for LMX and a moderating role for empowerment in the development of leader trust in the follower. Understanding when and why leaders trust followers offers important insights about development of trust between followers and leaders. The authors discuss implications for theory and practice.

This article aims to provide prospective authors guidelines that will hopefully enable them to submit more competitive manuscripts to journals publishing careers research.

Based on their experience as an author, reviewer and editorial team member, the authors identify the main criteria that a quantitative study must meet to be considered for publication in international peer-reviewed journals covering career-related topics. They emphasize the importance of contributing to the careers literature and of designing the study in accordance with the research question.

Manuscripts are rejected because they are insufficiently innovative, and/or because sample, instruments and design are not appropriate to answer the research question at hand. Cross-sectional designs cannot be used to answer questions of mediation but should not be discarded automatically since they can be used to address other types of questions, including questions about nesting, clustering of individuals into subgroups, and to some extent, even causality.

The manuscript provides an insight into the decision-making process of reviewers and editorial board members and includes recommendations on the use of cross-sectional data.

Drawing on social identity theory and the concept of perceived organizational support, the authors conducted an online, exploratory survey of 150 lesbian, gay, bisexual, and transgender (LGBT) workers in 28 countries to examine whether being LGBT provides a unique perspective in the workplace, if they perceive their employer appreciates this perspective, and what effects this has on perceived discrimination and perceived career advancement. Collectively these questions have implications for work engagement and career prospects of LGBT workers. The paper aims to discuss these issues.

Multiple regression and qualitative analyses were used to analyze Likert scale questions along with open-ended options.

The majority of respondents agree that being LGBT offers a unique perspective compared to heterosexual workers. The more respondents agree that they have a different perspective, the more they feel discriminated against. After controlling for demographic variables as well as education, tenure, job level, and disclosure, hierarchical linear regression analyses showed offering a unique perspective increases perceived career advantages. Results also showed increased perceived career advantages if the employer appreciates this perspective. Results of a second regression analysis also showed that a unique perspective is associated with more perceived discrimination, unless their employer appreciates this perspective.

Although single-item measures and a small international sample limit generalizability, rich qualitative responses provide insights into LGBT attitudes across multiple countries.

This study can be applied to future understandings of the diverse nature of LGBT perceptions and attitudes in the workplace.

This is one of the first studies to examine LGBT perceptions that they possess a unique perspective that should be valued by employers.

This exploratory study is one of the first to recognize unique LGBT perspectives and examine the relationship between their perspectives and perceived discrimination and career advantages.

As workplaces and relationships evolve with increasing complexity, co-worker dynamics have become a key concern for HR managers and scholars. An important yet overlooked aspect of co-worker dynamics is gratitude. This paper adopts a relationship-specific conceptualization of gratitude and explores its influence on prosocial behaviors within co-worker dyads. The proposed model also suggests structural-relational factors under which these relationships are affected.

The conceptual paper draws insights from personal relationships to consider an alternative side of gratitude’s prosocial action tendencies, thereby highlighting two: risk-oriented and opportunity-oriented. These assumptions are then situated within the affect theory of social exchange to predict gratitude’s influence on prosocial behaviors within co-worker dyads.

The proposed model illuminates the importance of studying relationship-specific gratitude within co-worker relations by illustrating its effects on two types of prosocial action tendencies – opportunity-oriented and risk-oriented and varying prosocial behaviors (from convergent to divergent). Structural-relational factors, such as positional and physical distance between co-workers, are considered to affect these relationships.

While the study of gratitude in the workplace is emerging, little research has examined its influence on the nature of prosocial behaviors within co-worker relations. This paper advances the notion that gratitude serves an adaptive function in co-worker dyads, thereby highlighting the risk-oriented and opportunity-oriented continuum, and its implications for the type and scope of prosocial behaviors exchanged.

Drawing on the conservation of resources theory, the purpose of this paper is to examine whether role conflict is associated with frustration of employees’ basic needs and whether need frustration is associated with withdrawal in the form of reduced voice and increased silence. This paper also investigates if supervisor support mitigates potential detrimental outcomes of need frustration.

In this survey-based study, 201 full-time employees participated. Self-reports regarding voice and silence behaviors at work were collected as were perceptions of role conflict, need frustration and supervisor support.

The results of this study support the proposed moderated mediation relationships for both employee voice and silence behaviors. Specifically, need frustration mediates the relationship between role conflict and the two outcome variables. Perceived supervisor support moderates the path between need frustration and both voice and silence behaviors.

Employees are an organization’s first line of defense against potential accidents, inefficiencies and other organizational crises. When they perceive their needs are not met and they are not supported by their supervisors, employees are likely to seek to protect themselves from further resource loss by withholding feedback even if such feedback may enhance organizational effectiveness and prevent organizational crises.

Given that voice and silence are not opposites of each other, it is important to study both in a single study, as this study does. This study proposes and tests a heretofore untested explanation for the relationship between role conflict and voice and silence. The authors identify a buffer with potential to mitigate the negative effects of need frustration.

The purpose of this paper is to show that academic misconduct appears to be on the rise; some research has linked academic misconduct to unethical workplace behaviors. Unlike previous empirically‐driven research, this theory‐based study seeks to examine the usefulness of a modification of Ajzen's theory of planned behavior to predict academic misconduct.

A total of 271 students enrolled at a US university were surveyed. Structural equation modeling was used to test the model.

The modified theory of a planned behavior model in which intentions and justifications both serve as antecedents to behavior fits the data well. The model accounted for 22 per cent of the variance in intentions to cheat and 47 per cent of the variance in self‐reported cheating.

The primary limitations of this research are the cross‐sectional research design, the self‐selected sample, and the single source of survey data.

The study extends the TPB model in the prediction of misconduct behavior. Attitudes, subjective norms, behavioral control, intentions and justifications were related to cheating behaviors. Academic misconduct may be reduced by shaping attitudes toward cheating, changing perceptions of subjective norms regarding the prevalence of cheating, and lowering students' perceptions of their control of cheating by, for example, emphasis on the consequences of getting caught. Understanding and reducing academic misconduct are important for promoting ethical behavior and values in future worker and organization leaders.

Identification of factors that influence academic misconduct is an important aspect of professional development research, given its link to workplace misconduct. To date, academic misconduct research has been primarily empirically‐ rather than theory‐driven. The current study identifies factors that contribute to academic misconduct by extending an established theoretical model of behavior.

Terminations of overfunded pension plans may strengthen a financially‐weak firm. When manager's interests are aligned with shareholder's, either through high levels of stock ownership, or through labor and takeover market discipline at low levels of ownership, termination strengthens the firm and the stock price should react positively. In contrast, managers at middle levels of ownership hold enough stock to be entrenched, but not enough to be aligned with shareholder interests. Terminations may then be for reasons other than strengthening a financially‐weak firm and may not generate a positive stock price reaction. We find that the financial incentives for terminations differ significantly between terminators and nonterminators at high and low levels of managerial ownership, but not at intermediate levels. Our stock return analysis indicates that terminations by high and low ownership firms are consistent with shareholder welfare. Concern has been expressed that terminations of defined benefit pension plans transfer wealth from plan participants to plan sponsors. Plan terminations can have a value‐maximizing motive when the reversions are used as a source of financing, thereby helping firms avoid bankruptcy and liquidation. The empirical evidence (e.g., Alderson and VanDerhei (1992), VanDerhei (1987), and Hsieh, Ferris, and Chen (1990)) showing favorable stock price reactions to terminations by financially‐weak firms are consistent with the value‐maximizing justification for plan terminations. Prior studies (e.g., Agrawal and Mandelker (1987), Kim and Sorensen (1986), Sicherman and Pettway (1987), Hill and Snell (1989), Benston (1985), Morck, Shleifer, and Vishny (1988), Carter and Stover (1991) and Hermalin and Weisbach (1991)) have also documented that management's ownership interest in the firm has an important effect on the incentive to maximize firm value. This paper examines the effect of managerial ownership on financial termination. Specifically, we address whether or not financial motivation to terminate plans exists at all levels of managerial ownership. Our results suggest that the terminating firms, when compared to the nonterminating firms, are financially weak at high and low levels of managerial ownership. In contrast, there is no significant difference in financial weakness between the terminators and the nonterminators at the middle ownership levels. Also, stockholders reactions to terminations are higher at high and low levels of managerial ownership.