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For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and examines whether follower core self-evaluations (CSE) moderate this relationship.

The study uses cross-sectional survey data collected from 111 professional employees across a range of industry sectors.

Results show that abusive supervision is negatively related to employee well-being (i.e., engagement and job satisfaction) and positively related to employee ill-being, namely burnout. In addition, employees low in CSE are less engaged and less satisfied than employees high in CSE.

The study’s cross-sectional design limits the strength of its conclusions.

This chapter notes the ethical and legal obligations of organizations to provide a safe working environment and identifies the policies and procedures that will signal a commitment to employee well-being.

The study contributes to the leadership and well-being literatures by exploring the influence of abusive leaders on follower well-being and engagement. It also goes beyond merely identifying correlations between leadership style and follower well-being outcomes to investigate how leader and follower attributes can combine to influence these outcomes.

One organizational phenomenon in which emotions undoubtedly emerge is that of abusive supervision. To date, however, very little research has examined emotional responses associated with perceptions of abuse by supervisors. If subordinates believe that responsibility for abuse does not fall on the abusive supervisors but on the organization itself, they might think the abuse is uncontrollable or unintentional on the part of the supervisors. This attribution shift may result in feelings of sympathy toward the supervisor. In this chapter, we suggest that such responses are likely to occur when subordinates are under no-escape conditions. This circumstance can lead subordinates to forgive their supervisor and retaliate against their organization.

The common notion that leaders should be ethical, good, responsible and trustworthy has been strongly challenged in the fields of business and politics worldwide. Due to the high prevalence of unethical leadership by immediate supervisors and decline in trust in leaders (Cowart, Gilley, Avery, Barber, & Gilley, 2014), scholars started to pay closer attention to the dark sides and destructive aspects of leadership. Many different concepts are suggested to define the dark side of leadership, and each of them captures similar but distinct dimensions. In this vein, Einarsen and colleagues' (2007) constructive and destructive leadership model serves as an umbrella concept for different types of dark sides of leadership, covering concepts which have been studied separately such as abusive supervision, tyrannical leadership, petty tyranny, toxic leadership and leader derailment. The present chapter aims to provide a summary of the definitions of these interrelated constructs to acknowledge some other leadership (e.g., paternalistic leadership, pseudo-transformational leadership) and personality styles (e.g., Machiavellianism, narcissism) that have not been considered in this framework and to provide suggestions for future research.

The purpose of this chapter is to describe a method for priority setting that can be used to identify options for disinvestment, and is also meant to serve as a tool for re-allocation of resources to achieve better outcomes with a given pot of resources.

This chapter draws on findings from the application of a priority setting and resource allocation framework known as Program Budgeting and Marginal Analysis (PBMA). Case studies are used to illustrate key points around implementation including factors for success and guidelines for improving priority setting in practice.

PBMA has been applied in over 150 settings over the last 30 years. Purposes varied from focusing strictly on disinvestment to examining opportunities for re-allocation. Many organizations report continued use of the framework and decision makers typically express a desire to not revert to historical allocation or political negotiation in deciding on the funding for programs.

Practical implications of this body of work on priority setting abound in that there are significant opportunities to improve resource allocation practice including better engagement of staff, clinicians and public members, greater use of evidence in decision making and improving process transparency.

As healthcare resources are limited, particularly in predominantly publicly funded health systems, prudent use of resources is critical. Actually applying the appropriate tools to ensure that funding aligns with organizational and system objectives is paramount.

Although there is a large body of literature on priority setting particularly in countries like the United Kingdom and Canada, this chapter serves to highlight key messages specifically in the context of fiscal constraint and in relation to the concept of disinvestment or service reduction.

Becoming a mother is a significant transition in adult development. For women who wanted to have children but found themselves unable to do so, life without the fulfilment of motherhood can affect meaning-making in everyday life. Although increasing numbers of studies concerning childlessness have been carried out, much of this research has tended to focus on infertility and issues around fertility treatments. Little is known, however, about the psychological impact childlessness can have on women in midlife and how they experience the absence of children. The aim of this chapter is to offer readers an overview of psychological understanding in current research trends by reviewing papers that focus on women in midlife who are involuntarily childless. Findings from the 40 most relevant papers will be discussed under one of four key features: (1) psychological distress: medical consequences of infertility, (2) childlessness: life-span perspectives, (3) involuntary childlessness: psychosocial perspectives and (4) coping: ways of building resilience. The findings point to the dominance of quantitative approaches in researching infertility, while confirming that little has been carried out that looks at lived experience of involuntary childlessness. I hope the findings shown here will point to the necessity of psychological research applying qualitative experiential approaches that can facilitate a deeper understanding of women facing this challenge.

For many years, researchers from management, psychology, sociology, and other disciplines have studied not only the differences that gender makes in the style of managers' leadership but also how the gender of the subordinates affects their perceptions about the different behavior of male and female leaders. Those studies mostly focused on gender and constructive leadership styles, thus neglecting potential destructive aspects of leadership. Therefore, this chapter aims to understand the relationship between men and women and the observations of employees regarding the destructive leadership behaviors of both male and female managers. The results of the study, which was conducted with 130 participants who have been working under different managers, highlight several issues and interpret them in terms of the different psychological and sociological theories and models.

Purpose: In this chapter, we develop a conceptual model, the relational anger model (RAM). The model aims to better understand the receivers' attributions and emotion regulation strategies used in the face of intense workplace anger. We also report a test of this model in a workplace setting. Study Design/Methodology/Approach: The data were collected through a survey using a split administration design conducted in various industries. The analysis used PROCESS based on data gathered from 122 employees. Findings: The results indicated that perceptions of greater anger intensity are associated with lower target positive health (e.g., lowered work functionality). When attributions of higher sender anger intensity are viewed as appropriate, targets experience better health outcomes. Targets' attribution of lower sender anger intensity appropriateness is also associated with targets' reporting higher negative health outcomes (e.g., lowered self-esteem). Support for the full moderated mediation model of the effects of the ER strategies is not found. However, separate paths within the model are significant as outlined in the analysis throughout this chapter. Originality/Value: Overall, the RAM increases our understanding of a receivers' internal cognitive and affective processes in the face of workplace anger manifestations in organizations. Research Limitations: There is a possibility of common method variance affecting the study results, but a split administration design was used to minimize this effect. The study may also be affected by memory of the anger incident, which we tried to overcome using the Day Reconstruction Method.

This chapter examines group communication in medical teams through psychological safety and simulation training research. Research has shown that medical teams are challenged by established hierarchies, power/status differences, temporal stability, changing team memberships, and deeply held beliefs that emphasize individual responsibility. A review of 47 studies (29 psychological safety, 18 simulation) was conducted to understand key findings in relationship to group communication. Results indicate that team leadership promotes team psychological safety, voice, and relationship quality while status differences and hierarchy continue to affect psychological safety within medical teams. Simulation training facilitated interprofessional relationships, attitudes toward teamwork, self-efficacy, and group communication. The findings of this review suggest that psychological safety may be developed through simulation training. The quality of patient care is improved when all members of medical teams have the ability and motivation to communicate effectively.