Over the next two decades, many countries, including the USA, will experience an unprecedented and seismic demographic transition as their older adult populations grow, both in number and as a proportion of the overall population. During this time, the number of working adults with eldercare responsibilities will grow substantially, posing a threat to the well-being and economic stability of both workers and their organizations. This phenomenon is a long anticipated symptom of the greater "eldercare crisis," yet the response of organizations to this impending change has been relatively slow, and the experiences of working caregivers remain an almost entirely neglected area of research in the organizational sciences. In this special issue, we begin a conversation with the IO/OB community regarding the importance of studying the experiences of caregivers and their employing organizations. We introduce six original research papers, which highlight various issues facing eldercarers and the implications of these findings for employees and their employers. We also summarize themes from across these and other published papers on eldercare, providing an overview and directions for future research on eldercare with the intention of springboarding more research on this critical and timely topic. We end with next steps for researchers and practitioners who wish to collaborate to bring about meaningful innovative solutions to this problem.Greg Thrasher is currently a second-year faculty in the management department at Oakland University in Rochester Hills, MI. His interest in the aging workforce began as a graduate fellow of the Wayne State Institute of Gerontology. Greg's focus on eldercare grew from researching issues surrounding the work-family domain across the lifespan. His current projects ask questions about how eldercare influences retirement plans, the role of eldercare in gender differences in work-family conflict across the lifespan, and how leadership can help support individuals who are engaging in eldercare. 7 J Bus Psychol (2020) 35:1-8 Janet Barnes-Farrell is professor of psychological sciences at the University of Connecticut. Dr. Barnes-Farrell's fields of expertise include aging and work, the interface between work and other life domains, and the measurement of work performance and work attitudes. Her research focuses primarily on psychosocial aspects of work and aging and on the process and consequences of work-life balance for workers and organizations, with special emphasis on the work-life concerns of older workers. Janet's research on topics relating to the health and well-being of our aging workforce has appeared in numerous edited volumes and professional journals, and she serves on the editorial boards of several interdisciplinary and I/O journals including

Abstract. Based on socioemotional selectivity theory, this study examined the indirect relationship between leader’s age and transformational leadership through motivation to lead. This study also investigated managerial discretion as a moderator of the association between age and motivation to lead. A multisourced and two-wave study of 186 Chinese leader–follower dyads shows that leader’s age was indirectly related with transformational leadership through motivation to lead. Managerial discretion moderates the negative age–motivation to lead relationship such that the relationship was significant and negative only for leaders with low managerial discretion. This study provides implications for the management of an increasingly age-diverse workforce and can inform human resource management practices aiming to maximize leadership effectiveness at a later age.

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