Many governments react to the current coronavirus/COVID‐19 pandemic by restricting daily (work) life. On the basis of theories from occupational health, we propose that the duration of the pandemic, its demands (e.g., having to work from home, closing of childcare facilities, job insecurity, work‐privacy conflicts, privacy‐work conflicts) and personal‐ and job‐related resources (co‐worker social support, job autonomy, partner support and corona self‐efficacy) interact in their effect on employee exhaustion. We test the hypotheses with a three‐wave sample of German employees during the pandemic from April to June 2020 ( N w 1 = 2900, N w 12 = 1237, N w 123 = 789). Our findings show a curvilinear effect of pandemic duration on working women's exhaustion. The data also show that the introduction and the easing of lockdown measures affect exhaustion, and that women with children who work from home while childcare is unavailable are especially exhausted. Job autonomy and partner support mitigated some of these effects. In sum, women's psychological health was more strongly affected by the pandemic than men's. We discuss implications for occupational health theories and that interventions targeted at mitigating the psychological consequences of the COVID‐19 pandemic should target women specifically.

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The present study investigates the association between diabetes-related distress (DD) and work outcomes (burnout and job satisfaction) among employed people with type 1 diabetes. Employed adults with type 1 diabetes (N = 297) completed an online survey. Measures assessed emotional, social, food- and treatment-related DD, burnout, and job satisfaction, as well as the type of insulin treatment. We conducted multiple regression analyses to test our hypotheses. Emotional DD was significantly and positively associated with burnout. Social DD was significantly and negatively associated with job satisfaction. The type of treatment (insulin pen versus insulin pump) had no significant effect on the outcomes. This study sets the stage for research on the interactions between working conditions, work outcomes and illness symptoms, and problems of people with type 1 diabetes, and, generally, employees with chronic illnesses. The findings have implications for individual health and illness management, burnout prevention, and occupational health measures.

Relational theories of leadership emphasize the relevance of dynamic changes of informal leadership structures in teams, especially when teams are confronted with new tasks. In this study, we examine how leadership perceptions change in a new task and focus on two potential moderators: interpersonal contact and perceived change in competence allocation. We confronted existing student teams with a new and nonroutine task in the laboratory, during which we assessed team members’ interpersonal face-to-face contact via infrared using wearable sensors. We conducted multilevel analyses focusing on leadership perceptions on the relational level as outcome. Results show that leadership perceptions were relatively stable across tasks. However, team members changed these leadership perceptions more if they had more interpersonal contact with others and if they perceived a shift in competence relations. We discuss theoretical implications regarding informal and shared leadership research and practical implications regarding leadership development, as well as team diagnostics and interventions.

Leaders are important for overcoming silence in organizations, because they can serve as role models and facilitate voice, for example, by being just. However, at times, leaders themselves remain silent. In such instances, trickle-down models of leadership and role-modeling theory suggest that leader silence results in follower silence. Drawing on research on laissez-faire leadership and coping, we challenge these approaches proposing that team members can compensate for their leader’s silence. This compensatory effect, in turn, is proposed to be contingent on followers’ justice perceptions, although in a counterintuitive way: Drawing on the fairness heuristic and collective action research, we propose that perceiving the leader as unjust makes it less likely that followers use their leader as a role model and can motivate followers to overcome fear and resignation, eventually resulting in followers’ speaking up in cases when leaders fail to do so. Results from two studies in organizations support our assumption that jointly considering leader and follower silence can reveal surprising effects and thus inspire new research complementing current approaches to overcome silence and its detrimental effects for organizations and their stakeholders. Additionally, we discuss theoretical and practical implications regarding the role of leaders, followers, and context as antecedents of silence.