Leadership emergence is an inherently dynamic process whereby certain individuals come to be seen as leaders by others, some of whom will choose to follow them. The circumstances under which leadership emergence occurs depend on the persons involved, their interactions, and the context. Yet leadership research has too often viewed leadership emergence from a static and entity perspective, where some individuals are assumed to have qualities that predispose them to lead, without explaining how and why emergence occurs. Alternatively, we apply a typology that examines leadership emergence across levels of analysis (event, individual, dyadic, group, and organizational) and forms of emergence (global, compositional, and compilational). We examine representative theories of leadership emergence at the intersections of these considerations to demonstrate the utility of adopting a multilevel and dynamic perspective. Additionally, we offer recommendations for applying this typology to advance future theory and research into leadership emergence.

The relationship between work attitudes such as satisfaction and commitment and behaviors such as task effort, citizenship behavior, absenteeism, job search, and turnover is a perennial focus of organizational research. Over time we have learned a great deal about why, how, and when attitudes predict work behavior, but new questions and theories continue to proliferate. With this review, we aim to synthesize existing organizational literature on attitudes and behavior, focusing on how the field can be organized using principles from Ajzen & Kruglanski's (2019) theory of reasoned goal pursuit. The accumulated evidence answers longstanding questions while simultaneously raising new ones related to the link between general attitudes and specific behavior; the proximal effect of intentions; the role of goals, social contexts, and behavioral control; and the dynamic processes among attitudes, environments, and behavior. We also suggest applications of our organizing framework to enhance future work attitudes and behavior research.

The goal of person-centered methods is to identify subpopulations of individuals based on within-group similarity of data relative to between-group variability. In this article, we provide an overview of specific person-centered methods, thus shifting the attention from studying relations between variables to studying relations between people or entities of interest. Next, we present a selective and critical review of recent research utilizing person-centered modeling approaches, highlighting key trends in the organizational psychology and organizational behavior literature from both the methodological and the conceptual perspectives. Lastly, we conclude with reflections and recommendations, highlighting several areas that need careful consideration when conducting person-centered research.

Reputations are immensely consequential for both people and organizations. Yet research on reputations in the workplace is fragmented across a number of literatures. In this article, we first review conceptual and definitional issues surrounding the study of reputations in the workplace. We then summarize several theoretical frameworks for studying reputations drawing from the literature on accuracy and errors in person perception, surveying the Realistic Accuracy Model, Self-Other Knowledge Asymmetry model, impression management, socioanalytic theory, social cognition, stereotypes, gossip, and culture. We present the Trait-Reputation-Identity model as a framework for integrating these disparate literatures. Next, we discuss broad areas where workplace reputations may impact individual and organizational outcomes including job performance, career success, and well-being. We conclude by offering a number of observations regarding the state of the literature on reputations and prospects for contributing to organizational psychology and organizational behavior.

The emergence of gig work (e.g., freelancing, rideshare driving, food and parcel delivery, travel nursing, virtual assistantship) and the gig economy challenges organizational researchers to consider how they should revise traditional theories of work behavior to consider the dynamics of new work arrangements. As a prime example that is central to this review, organizational citizenship behavior (OCB) is a form of job performance whereby motives stem from the quality of work relationships with direct supervisors, coworkers, and other organizational agents. However, gig workers experience very different work relationships and may perform OCB for different reasons (if at all). In this review, we address the question of how OCB theory should evolve to be relevant to gig workers. We summarize traditional motives for OCB performance and review current research describing and classifying gig work. We conclude by ( a) identifying gig worker citizenship (GWC) as a form of citizenship behavior that better fits the reality of gig work and ( b) offering a revised model of how OCB motives may help predict GWC performance.

It is difficult to fathom how an organization could be successful without its employees engaging in self-reflection. Gone would be its personnel's capacity to problem-solve, learn from past experiences, and engage in countless other introspective activities that are vital to success. Indeed, a large body of research highlights the positive value of reflection. Yet, as both common experience and a wealth of findings demonstrate, engaging in this introspective process while focusing on negative experiences often backfires, undermining people's health, well-being, performance, and relationships. Here we synthesize research on the benefits and costs of self-reflection in organizational contexts and discuss the role that psychological distance plays in allowing people to harness the potential of self-reflection while avoiding its common pitfalls.

Although traditional views of workplace stress assume that all job demands have deleterious consequences, research indicates that some job demands may benefit employees. Notably, the Challenge–Hindrance Stressor Framework (CHSF) proposes that, although job demands that constrain, hinder, or thwart personal growth and achievement (hindrance stressors) have negative effects on work-related outcomes, job demands that provide the potential for personal growth and achievement (challenge stressors) have positive effects on these outcomes. Despite the attention generated by the CHSF, several criticisms and limitations hinder the potential of this framework. Thus, this article reviews our current understanding of the CHSF, addresses important criticisms about the nature and effects of challenge and hindrance stressors, and discusses how future research should approach conceptual and methodological challenges to lay the foundation for the next iteration of this framework—CHSF 2.0. Building on this new framework, we discuss some implications for cross-cultural research and for practitioners.

This article describes my journey as an organizational behavior scholar, including reflections on the state of the field of organizational scholarship. I organize the article into two main sections. First, I provide my autobiographical review, beginning ...Read More

This article describes my journey as an organizational behavior scholar, including reflections on the state of the field of organizational scholarship. I organize the article into two main sections. First, I provide my autobiographical review, beginning with my early years and ending with the five universities where I have been employed in my career. Second, I provide a set of observations about the state of the organizational sciences, focusing specifically on the two areas of my most significant focus—personality and leadership—as well as offering some general observations about the field. The organizational sciences have seen many positive advances: Research is more rigorous theoretically and methodologically, and more concern is devoted to replication and research ethics. However, partly owing to prioritizing these advancements over other concerns, new problems have developed, and other long-standing concerns have been exacerbated. I discuss my own changing perspectives on these issues and present some thoughts on how they might be addressed.