The authors’ review of the mentoring literature describes how the construct has changed since Kram’s influential work in the early 1980s, the implications of such changes for the field, and suggestions for the future. In addition to highlighting changes over time in the topics mentoring researchers have studied, the authors provide an in-depth review of the way researchers have defined mentoring and the implications of those definitions. They identified approximately 40 different definitions used in the empirical literature since 1980. The discussion of definitions is followed by a delineation of the core attributes of all mentoring relationships and recommendations for specific information that researchers should collect about the relationship. The authors conclude by describing research trends and directions for future mentoring research.

In this study we developed and tested a self‐regulatory model of trait affect in job search. Specifically, we theorized that trait positive and negative affect would influence both motivation control and procrastination, and these mediating variables would, in turn, influence job search outcomes through job search intensity. Using longitudinal data from 245 graduating students who were searching for a full‐time position, we found that positive, but not negative, affect influenced the self‐regulatory variables of motivation control and procrastination, which in turn influenced the job search outcomes. Procrastination had direct effects on the number of first interviews, controlling for job search intensity, and on the number of second interviews, controlling for first interviews, suggesting the importance of timeliness of job search activities. We discuss the implications of such results for understanding the role of affect and self‐regulation in the job search process and for measuring the quality as well as quantity (i.e., intensity) of job search tactics.

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We invoke competing theoretical perspectives to examine the consequences for subordinates of involvement in relationships that vary in terms of downward hostility (i.e., hostility enacted by supervisors against direct reports) and upward hostility (i.e., hostility enacted by subordinates against immediate supervisors). Consistent with the perspective that targets of downward hostility are less likely to see themselves as victims when they perform acts of upward hostility, analysis of 2-wave data from a sample of supervised employees suggested that upward hostility weakens the deleterious effects of downward hostility on subordinates' job satisfaction, affective commitment, and psychological distress. Study 2 directly examined the presumed mechanism that underlies the effects observed in Study 1. In a 3-wave sample, support was found for a moderated-indirect effect framework in which the indirect effects of downward hostility on subordinates' attitudes and psychological distress (through victim identity) were weaker when upward hostility was higher. Study 2 results also suggested that the enhancing effect of upward hostility generalizes to subjective indicators of career satisfaction and future career expectations.Organizational authorities count on supervisory leaders to play a vital role in training and motivating direct reports to accomplish assigned

SummaryAbusive supervision is defined by hurtful behaviors and is associated with many negative outcomes. This has made it easy for researchers to overlook the possibility that some supervisors regret their bad behavior and express remorse for their actions. Hence, we know little about how subordinates react to the perception that their supervisor is remorseful and how this perception affects the relationship or other organizational outcomes. We address this possibility by developing a measure of victim perceptions of supervisor remorse (PSR) and examining the consequences PSR might have on complicated supervisor–subordinate relationships. Drawing on the remorse and justice literatures, we maintain that PSR will mitigate the detrimental effects of abusive supervision on various subordinate outcomes. Collective results from 2 multiple‐wave studies indicate that PSR reduces the indirect effects of abusive supervision on turnover intentions and organization‐based self‐esteem (OBSE). This indirect effect operates through leader–member exchange and interactional justice. PSR is also shown to have direct effects on OBSE and subordinates' resistance. Our research contributes to abusive supervision literature by showing the possibility of supervisors regretting their hostile behavior and the importance of PSR's role in decreasing detrimental effects of abusive supervision.