The authors developed, tested, and replicated a model in which safety-specific transformational leadership predicted occupational injuries in 2 separate studies. Data from 174 restaurant workers (M age = 26.75 years, range = 15-64) were analyzed using structural equation modeling (LISREL 8; K. G. Jöreskog & D. Sörbom, 1993) and provided strong support for a model whereby safety-specific transformational leadership predicted occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events. Study 2 replicated and extended this model with data from 164 young workers from diverse jobs (M age = 19.54 years, range = 14-24). Safety-specific transformational leadership and role overload were related to occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events.

Young workers represent the workforce of the future. We discuss research on two major influences on young people's work‐related values, attitudes, and behaviours, namely family influences and work experiences. Particular emphasis is given to the role of young people's work experiences in shaping their future work‐related attitudes, values, and behaviours (an under‐researched area in occupational/ organizational psychology). To begin outlining a research agenda based on young workers, changes in the world of work and emerging areas of importance for the future generation of workers and their organizations are also highlighted (i.e. the rise in non‐standard employment, leadership, workplace health and safety and unions).

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The construct validity of self-reported counterproductive work behaviors (CPBs) and organizational citizenship behaviors (OCBs) was explored by separating item content from item wording, through the confirmatory factor analysis of three scales: a CPB scale containing only negatively worded items, an OCB scale with only positively worded items, and the supervision subscale of the Job Descriptive Index (JDI) (Smith, Kendall and Hulin 1969) comprised of both negatively and positively worded items. Results (N = 475) suggest that self-report measures of CPBs and OCBs are affected by method variance, but that the presence of such an influence does not compromise the substantive interpretation of these scales. Consequently, these scales do appear to be unique constructs.

Public attention has recently been drawn to the issue of workplace sexual harassment through well-publicized events such as the unanimous US Supreme Court judgment in Harris vs Forklift Systems Inc., the "tailhook" fiasco, the Clarence Thomas hearings and the resignation of US Senator Packwood. There is now considerable agreement that sexual harassment is both widespread and extensive. What we do not yet know are the personal and organizational correlates and consequences of sexual harassment, and it is to this issue that we turn our attention in this research. The psychological nature of sexual harassment Central to this research is the notion that workplace sexual harassment can be viewed within the framework of organizational stress; this allows us to understand both its nature and its probable consequences[1]. First, merely defining an event in terms of an event or events (i.e. as a stressor) would not

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to gain a nuanced understanding of what employees want from leaders in an organizational crisis context. Design/methodology/approach -The authors use a mixed methods approach to explore employee leadership preferences during organizational crisis and non-crisis times using the Multi Factor Leadership Questionnaire (Avolio and Bass, 2004), and qualitative interviews. The authors also investigate sex roles using the Bem Sex Role Inventory (Bem, 1981). Findings -The mixed method approach reveals some potential limitations in how leadership is typically measured. The qualitative findings highlight employees' expectations of leaders to take action quickly while simultaneously engaging in continuous communication with employees during crisis. None of the components of transformational leadership encapsulate this notion. Originality/value -The mixed methods approach is novel in the crisis leadership literature. Had the authors relied solely on the quantitative measures, the importance of continuous communication during crisis would not have been apparent. As a result of this approach, the findings suggest that widely used and accepted measures of leadership may not adequately capture leadership in a crisis context. This is timely as it aligns with current literature which questions the way this construct is operationalized (Van Knippenberg and Sitkin, 2013).The current issue and full text archive of this journal is available on Emerald Insight at: www.emeraldinsight.com/0143-7739.htm a lack of communication people get frightened and insecure. As long as people know, they can make plans, and especially in a crisis situation […] (Participant No. 6).Respondents suggested that during times of crisis, two-way communication was essential. The importance of leaders listening and being aware, while also effectively disseminating information was emphasized:It is openness, consensus building, engaging all constituents, being transparent, and again, building a common sense of purpose, focus and outcome […] (Participant No. 1). Frequency of communication was also considered important (to avoid overreaction and panic) as was being factual, open, transparent an...

It is important. . . that work experiences be structured in ways to protect the health of youth and optimize their chance to become healthy and successful adults.