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In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.

This study investigated whether the effectiveness of an error management approach to training negotiation knowledge and skill depended on individual differences in conscientiousness, extraversion, and openness to experience. Participants were randomly assigned to two training programs that incorporated key elements of an error management and behavioral modeling approach to training, and were trained in the complex interpersonal skill of negotiation. At the end of training, declarative knowledge acquisition, procedural knowledge acquisition, declarative knowledge retention, and transfer performance were assessed at different points in time. Results suggested that the effectiveness of the error management training program was dependent on individual levels of conscientiousness and extraversion. For several learning outcomes, the performance of highly conscientious and extraverted individuals was superior in the error management condition, while the performance of less conscientious and introverted individuals was superior in the behavioral modeling condition. The implications of these findings, and suggestions for future research, are discussed.

Ones and Dilchert (2012b) present a compelling case for why we should include environmental sustainability as a core objective of industrial and organizational (I-O) psychology research and practice. As an I-O practitioner who has worked in multiple forms of consulting over the years (i.e., applied research, external, internal), I found myself extrapolating from their suggestions the variety of ''green'' projects we might engage in using our expertise as I-O psychologists. My goal with this article is to extend their call to action by addressing specifically how I-O practitioners can use their unique positioning and expertise to better serve their clients, grow their businesses, and positively impact the environment through sustainability-based consulting engagements.Ones and Dilchert have done us a service by attuning us to trends we may not have otherwise discerned. Their description of a shift in CEO attitudes suggests organizations will be more amenable to investing in highquality sustainability programs from the top down. These are not a mere few CEOs, nor are these programs trivial (D'Mello, Ones, Klein, Wiernik, and Dilchert, 2011). These programs do, however, seem unlikely to have been designed and implemented using

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