Ethical leadership: meta-analytic evidence of criterion-related and incremental validity.

This study examines the criterion-related and incremental validity of ethical leadership (EL) with meta-analytic data. Across 101 samples published over the last 15 years (N = 29,620), we observed that EL demonstrated acceptable criterion-related validity with variables that tap followers' job attitudes, job performance, and evaluations of their leaders. Further, followers' trust in the leader mediated the relationships of EL with job attitudes and performance. In terms of incremental validity, we found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership. The article concludes with a discussion of ways to strengthen the incremental validity of EL. (PsycINFO Database Record

Embeddedness and well-being in the United States and Singapore: the mediating effects of work-to-family and family-to-work conflict.

Guided by conservation of resources theory, we propose that both organizational and community embeddedness are associated with increased work-to-family conflict (WFC) and family to-work conflict (FWC), which in turn are associated with strain-related outcomes. Because stress can have both short-term and long-term consequences, we examined negative mood as an immediate reaction to stress and chronic insomnia as a longer-term reaction to stress. We examined these relationships in 2-career couples in both the United States (n = 416) and Singapore (n = 400). Results provided full support for the mediating effects of WFC and FWC in the U.S. sample, with only limited support for those mediating effects in the Singaporean sample. In addition, we found that the effects of community embeddedness on FWC were significantly stronger in the U.S. sample than in the Singaporean sample.

The effects of organizational and community embeddedness on work-to-family and family-to-work conflict.

The present study offers competing hypotheses regarding the relationships of changes in organizational and community embeddedness with changes in work-to-family and family-to-work conflict. Data were collected from 250 U.S. and 165 Chinese managers and professionals, all of whom were married, at 3 points in time over a 10-month period. Results suggest that increases in perceptions of organizational and community embeddedness are associated with increases in work-to-family conflict and family-to-work conflict over time. Further, we found that these effects were even stronger for employees with highly individualistic values. Thus, although much of the previous research has focused on the positive effects of employee embeddedness for individuals' work lives, the present study provides some evidence of the potentially negative effects of employee embeddedness for individuals' family lives.

A three-phase model of retirement decision making.

The present article organizes prominent theories about retirement decision making around three different types of thinking about retirement: imagining the possibility of retirement, assessing when it is time to let go of long-held jobs, and putting concrete plans for retirement into action at present. It also highlights important directions for future research on retirement decision making, including perceptions of declining person-environment fit, the role of personality traits, occupational norms regarding retirement, broader criteria for assessing older workers' job performance, couples' joint decision making about retirement, the impact of self-funded and self-guided pension plans on retirement decisions, bridge employment before total withdrawal from the work force, and retirement decisions that are neither entirely forced nor voluntary in nature.

The effects of organizational embeddedness on development of social capital and human capital.

This article examines the effects of organizational embeddedness on employees' activities to build social capital and human capital. To test a latent growth model, we collected data from 375 managers at multiple points over an 8-month period. We found that the more embedded employees perceived themselves to be at Time 1, the more likely they were to show declines in social capital development behaviors over time. In addition, declines in social capital development behavior were directly related to declines in human capital development behavior over time. These findings highlight the potential negative consequences embeddedness can have on employees' career development activity.

Psychological contract breaches, organizational commitment, and innovation-related behaviors: a latent growth modeling approach.

This study examined the relationships among psychological contract breaches, organizational commitment, and innovation-related behaviors (generating, spreading, implementing innovative ideas at work) over a 6-month period. Results indicate that the effects of psychological contract breaches on employees are not static. Specifically, perceptions of psychological contract breaches strengthened over time and were associated with decreased levels of affective commitment over time. Further, increased perceptions of psychological contract breaches were associated with decreases in innovation-related behaviors. We also found evidence that organizational commitment mediates the relationship between psychological contract breaches and innovation-related behaviors. These results highlight the importance of examining the nomological network of psychological contract breaches from a change perspective.

The relationship of age to ten dimensions of job performance.

Previous reviews of the literature on the relationship between age and job performance have largely focused on core task performance but have paid much less attention to other job behaviors that also contribute to productivity. The current study provides an expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance: core task performance, creativity, performance in training programs, organizational citizenship behaviors, safety performance, general counterproductive work behaviors, workplace aggression, on-the-job substance use, tardiness, and absenteeism. Results show that although age was largely unrelated to core task performance, creativity, and performance in training programs, it demonstrated stronger relationships with the other 7 performance dimensions. Results also highlight that the relationships of age with core task performance and with counterproductive work behaviors are curvilinear in nature and that several sample characteristics and data collection characteristics moderate age-performance relationships. The article concludes with a discussion of key research design issues that may further knowledge about the age-performance relationship in the future.