The attention given to the contingent segment of the workforce has significantly increased over the past decade. Investigative topics include the correlates of temporary employee work attitudes and behaviors. This study used a correlational design to examine leader behaviors outlined by the path-goal theory of leadership, as perceived by temporary employees (N ϭ 126), as a determinant of their organizational commitment and citizenship behaviors. The results indicated that temporary workers' affective commitment was positively related to perceptions of instrumental and supportive leadership. The latter was also significantly related to the participants' organizational citizenship behavior. Implications for both research and practice are discussed.

This research examined the impact of a didactic and experiential sales training based on empathy on medical salespeople's self‐reported capacity for empathy. The study used a non‐equivalent, post‐test‐only quasi‐experimental design by comparing the capacity for empathy of an experimental group (n = 66) and a control group (n = 26). A Mann‐Whitney test showed no difference between the two groups. Managerial implications are discussed, as well as suggestions for future research.

During the past three decades, the term employee engagement has attracted considerable interest within the management literature. Defined as “a distinct and unique construct that consists of cognitive, emotional, and behavioral components that is associated with individual role performance” (Saks, 2006, p. 602), its popularity stems from early claims by practitioners and consulting firms. Having an engaged workforce may be a key competitive advantage to organizations that employ strategic resources to develop and maintain the engagement of their employees (Macey & Schneider, ; Shuck & Wollard, ).