In this article, we review recent modifications to Jeffrey Gray's (1973, 1991) reinforcement sensitivity theory (RST), and attempt to draw implications for psychometric measurement of personality traits. First, we consider Gray and McNaughton's (2000) functional revisions to the biobehavioral systems of RST. Second, we evaluate recent clarifications relating to interdependent effects that these systems may have on behavior, in addition to or in place of separable effects (e.g., Corr, 2001; Pickering, 1997). Finally, we consider ambiguities regarding the exact trait dimension to which Gray's "reward system" corresponds. From this review, we suggest that future work is needed to distinguish psychometric measures of (a) fear from anxiety and (b) reward-reactivity from trait impulsivity. We also suggest, on the basis of interdependent system views of RST and associated exploration using formal models, that traits that are based upon RST are likely to have substantial intercorrelations. Finally, we advise that more substantive work is required to define relevant constructs and behaviors in RST before we can be confident in our psychometric measures of them.

Studies on the effects of transformational leadership on employee innovative behaviour have yielded mixed results. The authors argue that one possible explanation for these mixed findings is that researchers have assumed a linear relationship between these constructs. In contrast, they suggest that the relationship between transformational leadership and innovative behaviour is non‐linear. Specifically, the authors argue that the positive effects of transformational leadership on innovative behaviour will be stronger at low and high levels of transformational leadership. Moreover, they examine whether the relationship between transformational leadership and innovative behaviour is mediated by knowledge sharing within and between teams. The authors undertake a constructive replication by testing these hypothesized relationships in two studies: (1) a multi‐actor team‐level study conducted in the USA, and (2) a longitudinal employee‐level study of teachers in the Netherlands. Results of both studies reveal that knowledge sharing mediates the relationship between transformational leadership and innovative behaviour, and that the indirect relationship is curvilinear. The authors link these findings to leader substitution theory, proposing that employees turn to their peers and other parties when there is an absence of effective leadership.

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The hypothesized model was confirmed on a large sample of young adults and replicated on a sample of treatment-seeking substance abusers. Taken together, these findings shed further light on the mechanisms through which an impulsive temperament may convey risk for alcohol misuse.