COVID-19 has had a disproportionate impact on women relative to men. While more men than women are dying of COVID-19 (Centers for Disease Control, 2020a), there is a general consensus that the lasting economic and health effects will negatively affect women as opposed to men (Azcona et al, 2020). In this article, I examine the effects of COVID-19 on women from a Conservation of Resources Theory (Hobfoll, 1989) perspective. Herein, I show that women were already in a resource loss position relative to men prior to COVID-19 by examining various types of object, personal characteristic, condition, and energy resources.Then, I draw from multiple datasets and reports to show that COVID-19 has put women in an even greater resource loss position relative to men and caution against the resource loss spiral that is occurring as a result, placing progress towards gender equality in jeopardy for years to come.

Impression management (IM) is pervasive in interview and job performance settings. We meta-analytically examine IM by self-and other-focused tactics to establish base rates of tactic usage, to understand the impact of tactics on interview and job performance ratings, and to examine the moderating effects of research design. Our results suggest IM is used more frequently in the interview rather than job performance settings. Self-focused tactics are more effective in the interview rather than in job performance settings, and other-focused tactics are more effective in job performance settings rather than in the interview. We explore several research design moderators including research fidelity, rater, and participants. IM has a somewhat stronger impact on interview ratings in lab settings than field settings. IM also has a stronger impact on interview ratings when the target of IM is also the rater of performance than when the rater of performance is an observer. Finally, labor market participants use IM more frequently and more effectively than students in interview settings. Our research has implications for understanding how different IM tactics function in interview and job performance settings and the effects of research design on IM frequency and impact.

Followers accept influence when target leaders meet their perception of what it means to be a leader. Impression management (IM) is an important means of influencing these perceptions. However, extant literature on leader IM is fragmented and lacks a clear explanation of how the influence process occurs. I unify the literature in this area by creating a multidimensional typology and multi-level model of IM in leadership. I examine the multidimensional nature of IM as composed of information processing, communicative, and goaldirected components, creating eight IM archetypes. Further, I develop an instrument used in experimental studies to test the IM model within transformational leadership theory, highlighting followers' cognitive categorization processes and testing how the addition of a moderator, ethical work climate (EWC), impacts causal predictions from the model. Across two empirical studies, I find that authentic IM behavior leads to greater transformational leadership perceptions (TL perceptions) than inauthentic and pro-social IM behavior leads to greater TL perceptions than pro-self. There is no significant difference between automatic and controlled IM behavior and TL perceptions. Also, an EWC strengthens the positive effects of authentic communication on TL perceptions. Finally, I provide a cognitive explanation for the IM influence process by showing that certain IM behaviors are implicitly associated with transformational leader behaviors. I integrate my results within existing literature and explain how the model can be used in future research.

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Purpose While much has been debated about venture formation and demise, the behavioral dynamics of why entrepreneurs intend to continue and persevere post-startup have received scant attention and scrutiny. Building upon the rich tapestry of entrepreneurial cognition, the purpose of this paper is to forward entrepreneurial continuance logic as a theoretical framework to empirically investigate the antecedents, contingencies and mediators of entrepreneurial continuance. Design/methodology/approach Using observations from surveying 156 practicing entrepreneurs across the USA, UK, South Africa and India, this research offers interesting findings. Findings Results surface attitudinal tensions between the transactional attitudes of entrepreneurial climate, entrepreneurial responsiveness and calculative commitment and the relational attitudes of affective and normative continuance. Specifically, the authors find that affect is the strongest direct predictor of continuance intentions but only in the absence of entrepreneurial responsiveness behavior. Research limitations/implications Entrepreneurial responsiveness, rather than commitment, is found to be a core continuance constituent, traceable as a positive influence on continuance as a direct antecedent, a moderator and a mediator. Practical implications The research reveals that entrepreneurs willing to seize and adapt to a changing entrepreneurial landscape are more like to continue with their ventures, but not just driven by strict underpinnings of affect and norms but by a strong sense of economic rationality. Social implications Entrepreneurial continuance is an important behavioral phenomenon with substantial socio-economic consequences. Given the scant attention paid to entrepreneurial continuance – symptomatic of broader downstream effects of entrepreneurial survival and positive socio-economic spillovers, the authors embark on a systematic investigation of continuance intention as post-startup behavior. Originality/value The paper explains post-startup entrepreneurial behavior in several ways. First, while affective commitment, a relational attitude, still drives continuance intentions, calculative commitment, a transactional attitude, is a significant contender. Interestingly, the nature of contemporary entrepreneurship disregards continuance behavior based on norms. Second, entrepreneurial responsiveness needs to be cautiously examined in relationship to commitment and continuance. Entrepreneurial responsiveness, a transactional attitude, positively influences continuance; however, in the presence of a relational attitude such as affective commitment, the interplay reduces continuance intentions. Third, perceptions of entrepreneurial climate are found to trigger more opportunity-seeking behavior among entrepreneurs, which in turn increases an entrepreneur’s intention to continue.