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The authors investigated a psychological process that links characteristics of events related to the coronavirus disease (2019) COVID-19 pandemic (i.e. perceived novelty, disruptiveness and criticality) to compassion fatigue [(CF), a form of caregiver burnout] and subsequent post-traumatic stress disorder (PTSD) in nurses.

Administering two online surveys (October and November 2020) resulted in matched data from 175 nurses responsible for patient care during the COVID-19 pandemic.

Perceived disruptiveness and criticality of COVID-19 events were positively associated with nurses' CF, which also mediated those characteristics' effects on PTSD instigated by COVID-19. Contrary to the authors' hypothesis, the perceived novelty of COVID-19 events was not significantly associated with CF nor was the indirect effect of perceived novelty on PTSD mediated by CF.

The authors extend event system theory by investigating the psychological processes linking event features and resultant outcomes while providing practical implications on preparations for future unexpected and potentially life-altering events.

This research assessed the interactive effects of employee passion and ego-resilience (ER) on relevant work outcomes, including job satisfaction, citizenship behavior, job tension, and emotional exhaustion. The authors hypothesize that higher work passion is associated with less positive work outcomes when employees are low in ER.

The authors collected data from three unique samples (N's = 175, 141, 164) to evaluate the moderating effect across outcomes. The authors conducted analyses with and without demographic controls and affectivity (e.g. negative and positive). The authors used a time-separated data collection approach in Sample 3. The authors also empirically assess the potential for non-linear passion and ER main effect relationships to emerge.

Findings across samples confirm that high passion employees with elevated levels of ER report positive attitudinal, behavioral, and well-being outcomes. Conversely, high passion employees do not experience comparable effects when reporting low levels of ER. Results were broadly consistent when considering demographics and affectivity.

Despite the single-source nature of the three data collections, The authors took steps to minimize common method bias concerns (e.g. time separation and including affectivity). Future research will benefit from multiple data sources collected longitudinally and examining a more comprehensive range of occupational contexts.

Passion is something that organizations want in all employees. However, the authors' results show that passion may not be enough to lead to favorable outcomes without considering factors that support its efficacy. Also, results show that moderate levels of passion may offer little benefit compared to low levels and may be detrimental.

As a focal research topic, work passion research is still in early development. Studies exploring factors that support or derail expected favorable effects of work passion are needed to establish a foundation for subsequent analyses. Moreover, the authors comment on the assumed “more is better” phenomenon. The authors argue for reconsidering the linear approach to predicting behavior in science and practice.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

The purpose of this paper is to investigate the influence of leadership style (LS) on employee commitment (EC) in university libraries in South-West, Nigeria.

The study adopted a survey research design. The population of the study consisted of 684 librarians from 43 universities in the six states of South-West, Nigeria. A validated questionnaire was used for data collection. Data were analyzed using descriptive and inferential statistics.

Findings showed that the level of EC in university libraries in South-West, Nigeria was fairly high (M=2.64 on a four-point scale). LS had a significant influence on EC in university libraries in South-West, Nigeria (β=0.245, R²=0.276, p<0.05). However, transformational LS (β=0.383, p<0.05) relatively contributed more to EC than transactional LS (β=0.183, p<0.05).

A limitation of the study was that the study was done in all the university libraries in South-Western region of Nigeria which may affect the inference of the study results to other university libraries outside this region.

The findings of the study will be of benefit to academic institutions, library management and librarians on planning and decision making regarding personnel management.

The study therefore recommends that administrators, library managers should adopt transformational LS.