Mentoring is a popular workplace practice, bolstered by a substantial body of literature that has underscored its positive outcomes for protégés and organizations. Less pronounced are the potential risks and costs associated with workplace mentorship. In this article, we consolidate what is known about workplace mentorship and draw on organizational justice research, self-determination theory, and findings related to indirect exposure to expand on the potentially darker side of workplace mentorship. Our comprehensive review suggests that workplace mentorship appears to have positive consequences in particular circumstances for particular groups of employees, but the conclusiveness of its positive effects is limited by significant gaps in the research. To assist in determining if the potential benefits outweigh the potential risks and costs, we offer a list of considerations for individual employees who are considering engaging in a mentoring relationship and for those implementing workplace mentoring programs.

The degree of overlap between two positive motivational constructs-morale and work engagement-was assessed in a random sample of Canadian Armed Forces personnel stationed across Canada (N = 1,224). Based on self-determination theory and past research, job-specific self-efficacy, trust in teammates, and job significance were expected to be associated with morale and work engagement. Structural equation modeling analyses revealed that morale and work engagement were highly positively correlated, but had different patterns of association with predictor and outcome variables. Although trust in teammates and job significance predicted both morale and work engagement, job-specific self-efficacy predicted morale but not work engagement. Willingness to deploy on operations, turnover intentions, and psychological distress were predicted by both morale and work engagement, but morale was a better predictor of psychological distress and work engagement was a stronger predictor of turnover intentions. Together, the results suggest that, despite their overlap, morale and work engagement, as defined and measured herein, are not interchangeable.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study seeks to examine the manifestation and effects of transformational, contingent reward, and active management-by-exception leadership across ranks in the Canadian military. It also aims to investigate whether or not the relationships between perceived leadership behaviors and effective leadership outcomes are moderated by hierarchical level and followers' expectations. Design/methodology/approach -A total of 704 military officers and enlisted members rated their leaders' behaviors and the behaviors they expect of their leaders. Findings -Frequency of transformational leadership behaviors increased with rank, but frequencies of perceived and expected contingent reward and active management-by-exception leadership behaviors did not. Transformational and contingent reward leadership effects were not moderated by rank or by followers' expectations. The effects of perceived active management-by-exception leadership were moderated by followers' expectations. Research limitations/implications -When followers do not expect active management-byexception from their supervisors, based on their own implicit beliefs about the types of behaviors their leaders should be exhibiting, but they are subjected to it, their job satisfaction and their attitudes toward their supervisors may be negatively affected. Practical implications -Transformational leadership is prevalent, expected, and effective at all hierarchical levels. Because of their positive impact on followers' job satisfaction and their attitudes toward their supervisors, the Canadian military should continue to encourage transformational leadership and contingent reward leadership behaviors at all hierarchical levels. Originality/value -The study highlights the potential importance of congruence between the expectations followers have of their leaders and followers' perceptions of their leaders' actual behaviors.

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Applying Cognitive Appraisal Theory (Lazarus & Folkman, 1984), this study sought to determine the mediating effect of cognitive appraisal on combat exposure and psychological distress. A total of 3,002 military personnel completed measures of combat exposure, cognitive appraisal of combat-related events, and psychological distress either during or soon after combat operations in Afghanistan. Bootstrapping was employed to test the mediation model. Cognitive appraisal mediated the relationship between combat exposure and psychological distress, suggesting that the impact of a potentially stressful event on well-being is contingent on one's appraisal of that event. Implications for future research and training are presented.While the effects of military operational stressors on soldiers have received much attention as of late, research in this area has been largely limited to identifying types of stressors (e.g.