As the use of teams has increased in organizations, research has begun to focus on the role of leadership in fostering team success. This review sought to summarize this literature and advance research and theory by focusing on leadership processes within a team and describing how team leadership can arise from four distinct sources inside and outside a team. Then, drawing from this inclusive, team-centric view of leadership, the authors describe 15 team leadership functions that help teams satisfy their critical needs and regulate their behavior in the service of goal accomplishment. This integrative view of team leadership enables the summarization of past research and identification of promising areas of future research.

The coronavirus disease 2019 (COVID-19) pandemic has upended almost every facet of academia (1). Almost overnight the system faced a sudden transition to remote teaching and learning, changes in grading systems, and the loss of access to research resources. Additionally, shifts in household labor, childcare, Many women academics will likely bear a greater burden during the coronavirus disease 2019 (COVID-19) pandemic. Academia needs to enact solutions to retain and promote women faculty who already face disparities regarding merit, tenure, and promotion. Image credit: Dave Cutler (artist).

COVID-19 has infected millions of people and upended the lives of most humans on the planet. Researchers from across the psychological sciences have sought to document and investigate the impact of COVID-19 in myriad ways, causing an explosion of research that is broad in scope, varied in methods, and challenging to consolidate. Because policy and practice aimed at helping people live healthier and happier lives requires insight from robust patterns of evidence, this paper provides a rapid and thorough summary of high-quality studies published in 2020 addressing two overarching questions. First, what are the mental health consequences of living through the COVID-19 pandemic? Second, what are the neurological sequelae of contracting COVID-19? Our review of the evidence indicates that some facets of mental health suffered greatly during the early months of the pandemic (e.g., anxiety and depression increased), while other facets (life satisfaction) and correlates (social connection, loneliness) notably displayed resilience. In addition, early neurological data indicate several consequences of contracting COVID-19, both during infection and after recovery. In response to these insights, we present seven recommendations (1 urgent, 2 short-term, 4 ongoing) to support mental health and well-being during the pandemic and beyond.

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Organizational culture is an important predictor of organizational effectiveness, but it is also part of an organizational system that consists of highly interdependent elements such as strategy, structure, leadership, and high performance work practices (HPWPs). As such, accounting for the effect of culture's system correlates is important to specify more precisely organizational culture's predictive value for organizational outcomes. To date, however, efforts to connect culture with its system correlates have proceeded independently without integration. This trend is problematic because it raises questions about the strength of culture's association with its system correlates, and it casts uncertainty about organizational culture's predictive validity for organizational outcomes relative to other elements of an organization's system. We addressed these issues by conducting a meta-analysis based on 148 independent samples (N ϭ 26,196 organizations and 556,945 informants). Results generally supported hypothesized predictions linking culture with strategy, structure, leadership, and HPWPs. Meta-analytic regressions and relative weight analyses further revealed that culture dimensions explained unique variance in effectiveness criteria after controlling for the effects of leadership and HPWPs but varied across effectiveness criteria in terms of relative importance. We discuss theoretical and practical implications and highlight several avenues for future research.

A significant body of research has described effective leader behaviours and has connected these behaviours to positive employee outcomes. However, this research has yet to be systematically integrated with organizational justice research to describe how leader behaviours inform justice perceptions. Therefore, we conduct a meta‐analysis (k = 166, N = 46,034) to investigate how three types of leader behaviours (task, relational, and change) inform four dimensions of organizational justice (procedural, distributive, interpersonal, and informational) referenced to the leader and to the organization. Further, we examine the joint impact of leader behaviours and justice perceptions on social exchange quality (i.e., leader–member exchange), task performance, and job satisfaction. Our results suggest that leader behaviours differentially inform leader‐ and organization‐focused justice perceptions, and the joint effect of leader behaviours and justice perceptions offer more nuanced explanations for outcomes.

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