SummaryThis research examined linkages between mentor leadership behaviors (laissez-faire, transactional contingent reward, and transformational), prote ge perception of mentoring functions received (career development and psychosocial support) and jobrelated stress of 204 mentor±prote ge dyads. Results of Partial Least Squares analysis revealed that mentor transformational behavior was more positively related to mentoring functions received than transactional contingent reward behavior, while mentor laissez-faire behavior was negatively related to mentoring functions received. Both mentor transformational behavior and mentoring functions received were negatively related to prote ge job-related stress. The relationship between mentor transformational behavior and prote ge job-related stress was moderated by the level of mentoring functions received. Results are discussed as they relate to researchers and practitioners who are becoming interested in ®nding ways to develop organizational members and allay job-related stress.

No abstract

A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.

No abstract