conceptualized the article and wrote the original and revised versions with multiple rounds of input, editing, and review by each additional co-author (listed alphabetically by last name)

COVID-19’s impacts on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on: (i) emergent changes in work practices (e.g., working from home, virtual teamwork) and (ii) emergent changes for workers (e.g, social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions.

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In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance-defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader-employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications.

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We examine the influence of genetics on economic risk preferences by administering a measure of these preferences to monozygotic (MZ) (i.e., identical) and dizygotic (DZ) (i.e., non-identical) twin pairs. Our analysis supports a dominant genetic effect and virtually no additive genetic effect on economic risk preferences, with the heritability of preferences estimated at 0.63. These findings suggest that over half of the variation in such preferences can be explained by genetic factors, with the remainder of the variance explained by environmental influences not shared among sibling twins. We discuss the implications of our findings for the study of individual differences in economic risk preferences.