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Among adult employees, interpersonal injustice and abusive supervision predict aggression toward supervisors at work. The aim of this study was to assess whether similar relationships exist among teenage employees and, further, whether teenagers' reasons for working moderate these relationships. Multiple regression analyses on data from 119 teenage employees showed that financial and personal fulfillment reasons for working moderate the impact of interpersonal injustice and abusive supervision on aggression directed at workplace supervisors. These findings contribute to the understanding of workplace aggression by demonstrating that (a) teenagers engage in this workplace behavior, (b) the predictors are similar to those of adult aggression, and (c) reasons for working play a moderating role among this particular cohort. The possible long-term consequences of teenagers' use of aggression at work are discussed.

Purpose -The purpose of this paper is to investigate leaders' use of humor as an expression of how they value themselves relative to others. The paper suggests that humor can minimize or exacerbate the status differences between leaders and followers. The paper hypothesizes that leaders' use of self-or in-group-deprecating humor would be positively associated with ratings of transformational leadership as they minimize those distinctions, whereas leaders' use of aggressive humor would be negatively associated with ratings of transformational leadership because it exacerbates status distinctions. Design/methodology/approach -A total of 155 undergraduates (58 males, 97 females; M age ¼ 20 years, SD ¼ 1.31) were assigned randomly to one of four conditions, each depicting a different type of humor in a leader's speech. Findings -Leaders using self-deprecating humor were rated higher on individualized consideration (a factor of transformational leadership) than those that used aggressive humor.Research limitations/implications -The authors encourage future field research on the role of humor as an expression of leaders' self-versus other-orientation. Originality/value -Humor and work might seem inconsistent, but this study demonstrates how leadership can use humor to improve leader-follower relationships. Furthermore, it contributes to our understanding of self-deprecating humor which has received scant attention relative to other forms of humor.

Although the importance of followership has been discussed in organizational literature, negative connotations attached to the follower label persist, including followers’ lack of ability and power. In two studies, we found evidence for negative effects of the follower label. Participants who were labeled a follower (Study 1), or self-labeled as followers in their jobs (Study 2), reported lower positive affect, and in turn, fewer extra-role behaviors. These findings suggest that followers might be at risk for reinforcing their negative stereotypes by avoiding opportunities to show their abilities and demonstrate their independence. Recommendations for leaders and opportunities for future research are discussed.

Followership has been recognized as an essential component of leadership studies as evidenced by growth of research within this area. To keep pace with the growth of this research, it is time to bring followership into the leadership classroom. This paper proposes a case-based exercise with two main learning objectives: (1) to help students broaden their perceptions about followership, and (2) to promote followership behaviors that actively contribute to organizations. This exercise includes large group discussion, peer coaching, and individual work to facilitate these endeavors. The paper concludes with suggested methods for assessment that include both self-and peerratings, as well as open-ended reflection.

Followership has been recognized as an essential component of leadership studies as evidenced by growth of research within this area. To keep pace with the growth of this research, it is time to bring followership into the leadership classroom. This paper proposes a case-based exercise with two main learning objectives: (1) to help students broaden their perceptions about followership, and (2) to promote followership behaviors that actively contribute to organizations. This exercise includes large group discussion, peer coaching, and individual work to facilitate these endeavors. The paper concludes with suggested methods for assessment that include both self-and peerratings, as well as open-ended reflection.

Purpose – The purpose of this paper is to examine potential consequences of helping behaviors on leader and follower relationship satisfaction and transformational leadership (TFL) ratings. It is argued that follower helping behaviors can violate leaders’ and followers’ expectations of each other, and especially disadvantage male leaders because of gender-role stereotypes. Design/methodology/approach – Two studies were conducted. In Study 1, data were collected from 61 dyads (25 male and 34 female supervisors, 23 male and 38 female subordinates, two participants did not disclose their gender; M age=35.56 years, SD=10.41). In Study 2, data were collected from 125 participants (66 female and 58 male subordinates, 22 female and 25 male supervisors; 79 respondents did not disclose their gender; M age=39.21 years, SD=11.25). Findings – Helping behaviors were positively associated with relationship satisfaction suggesting that leaders were amenable to receiving help from followers (Study 1). However, follower helping behaviors were negatively related to TFL ratings for male but not female leaders (Study 2). Research limitations/implications – While leaders may be amenable to increased follower involvement in leadership, future research is needed to investigate followers’ openness to, and intentions behind increasing their involvement in leadership, as well as strategies for leaders to mitigate unintended consequences. Practical implications – For the sake of their TFL ratings, leaders should minimize any direct benefit from follower helping behaviors, and emphasize how follower helping behaviors aid follower development and/or benefit the organization. Originality/value – The findings illustrate the dual-nature of follower helping behaviors: they have the potential to enhance leader relationship satisfaction, and also compromise perceptions of TFL.

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