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SummaryIdiosyncratic deals (i-deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i-deals research, combining a qualitative review of i-deals theory and research with a supplementary meta-analysis of 23 empirical studies (k = 27 samples, N = 8110 individuals). The qualitative review examines the conceptualization and measurement of i-deals and identifies patterns and gaps in i-deals research, while the quantitative metaanalysis tests the moderating effect of societal cultures on the predictors and consequences of ideals investigated to date. In each section, attention is given to strengths and weaknesses of current approaches to i-deals theory and research. Future research directions are identified with particular emphasis on the largely unexamined role of i-deals from a multilevel perspective.

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Leader behaviors are dynamic and vary over time, and leaders’ actions at a given time can have ramifications for their subsequent behavior. Taking such a dynamic perspective on leader behaviors, we examined daily servant leadership behavior and its downstream effects on the leaders themselves from a within-person self-regulation perspective. Results from two experience sampling studies consistently revealed that engaging in daily servant leadership behavior can come at a cost for the leaders. Specifically, for leaders who are low in perspective taking, engaging in servant leadership behavior was associated with increases in same-day depletion and next-day withdrawal from their leadership role (i.e., greater laissez-faire behavior). However, for leaders who frequently exercise perspective taking, engaging in daily servant leadership behavior was instead associated with decreases in depletion and subsequent laissez-faire behavior, suggesting that servant leadership behaviors are replenishing for these individuals. Experience in perspective taking is therefore a key individual difference that determines whether enacting servant leadership behavior is beneficial or detrimental for leaders. We discuss theoretical and practical implications of our findings and provide avenues for future leadership research.