It is widely accepted that ethical leadership is beneficial for the organization, the leader, and followers. Yet, little has been said about potential limitations of ethical leadership, particularly boundary conditions ...

Work–family scholars now recognize the potential positive effects of participation in one life domain (i.e., work or family) on performance in other life domains. We examined how employees might benefit from team resources, ...

In addition to providing technical expertise in their respective fields, engineers are increasingly assuming leadership roles in academia, industry, government, and even non-profit organizations. We draw from lessons learned ...

Much past research on commercialization activities by university scientists and engineers has focused on the role of resources in the extra-organizational commercialization environment, such as the availability of venture ...

Accumulating evidence finds servant leadership is related to critical employee and organizational criteria, but only a limited amount of studies link servant leaders to both internal and external stakeholder outcomes. ...

Although researchers have explored organizational and insider targets of counterproductive work behavior (CWB), no studies to date have examined customers as targets. The current study aimed to test a model of antecedents ...

Surprisingly little research investigates employee breaks at work, and even less research provides prescriptive suggestions for better workday breaks in terms of when, where, and how break activities are most beneficial. ...

The popularity of remote work continues to rise, but uncertainty remains about how it influences employee well-being. We extend the Demand-Control-Person (DCP) model to test both person and job factors as important ...

Despite widespread adoption of servant leadership, we are only beginning to understand its true utility across multiple organizational levels. Our purpose was to test the relationship between personality, servant leadership, ...

We posited that the form of the joint effects of motivation and ability in traditional performance models are interactive because motivation triggers the use of energy resources required to deploy ability at work. Moreover, ...