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PurposeAlthough important for organizational performance, much is still unknown about the relationship between employee well-being and transformational leadership. The authors answer calls to consider the relationship (1) in an extreme context (i.e. coronavirus pandemic), (2) at the dimension level and (3) differences that exist depending on the employee's gender.Design/methodology/approachThe authors employed a two-wave study with data collected from 212 working individuals. Respondents reported their level of COVID-19 anxiety and leadership experiences at time 1 starting at the height of the pandemic and three weeks later reported well-being.FindingsThe authors found COVID-19 anxiety weakened the influence of transformational leadership style on well-being, and this was only the case for females. Further, the authors found that while the moderator of COVID-19 anxiety weakened the influence of core transformational leadership behaviors and intellectual stimulation on well-being, the more individualized and short-term focused transformational behaviors of individualized consideration and performance expectations proved to have resilient effects on well-being with no moderating effects. Looking at gender differences, the authors found that this was only the case for females.Originality/valueThe findings extend research by capturing an external shock concerning the coronavirus pandemic to better understand how transformational leadership style, its dimensions and employee gender, influence well-being. While the authors expected COVID-19 anxiety to weaken the positive effects of transformational leadership style on well-being, paradoxically the authors also expected differential effects when examining individual dimensions.

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The current study examines the effects of perceptions of leader adaptive and maladaptive narcissism on ratings of charisma and presidential leadership performance for Donald Trump by registered voters. We present a model examining differing dimensions of narcissism, and their effects on attributed charisma and perceptions of leadership performance for Donald Trump. Structural equation modeling results reveal positive effects of adaptive narcissism on attributed charisma and leadership performance of Donald Trump; and negative effects of maladaptive narcissism on attributed charisma and leadership performance of Donald Trump. Perceived adaptive and maladaptive narcissism had indirect effects on leadership performance (through attributed charisma). The contributions made to the literature, implications of the findings, and directions for future research are discussed.

The work–life conflict literature describes how employees manage conflict experiences, but little work has focused on experiences beyond work and family (or work and school) conflict to examine more broadly work, family, and professional development (e.g., when employees enter a graduate degree program). This study uses qualitative data to explore the work–life conflict experiences of employees undergoing professional career development in the form of gaining a graduate degree. We contribute to the literature on employees' work–life conflicts. To explore work–life conflicts, 41 semi‐structured interviews were conducted, and revealed that employees report three types of work–life conflict experiences—energizing, depleting and maintaining. Utilizing the conservation of resources theory, we link work–life conflict experiences with resource management and self‐leadership strategies enacted. We demonstrate that when employees report energizing experiences, they utilize behavioural strategies of self‐goal setting and self‐observation to acquire more resources. When employees report depleting experiences, they utilize constructive thought strategies for the evaluation of dysfunctional beliefs and self‐talk to recover from resource loss. Finally, when employees report maintaining experiences, they utilize natural rewards strategies to protect their stock of resources. The link between self‐leadership strategies and work–life conflicts plays a crucial role in understanding how conflict can be resolved.

This meta-analysis addresses the association between perceived employability (PE) and employee strain (k = 34). Consistent with expectations, PE was negatively related to strain (ρ = −.12, 95% CI = −.16 to −.08). Moderator analysis showed that this relationship was stronger post-2008 (ρ = −.20, 84% CI = −.23 to −.17) versus pre-2008 (ρ = −.06, 84% CI = −.08 to −.05) and in high (ρ = −.17, 84% CI = −.21 to −.14) versus low (ρ = −.07, 84% CI = −.09 to −.06) uncertainty avoidant cultures. Our results suggest that career competency development interventions can be effective for reducing employee strain and that national uncertainty avoidance need be incorporated into models of boundaryless careers, especially as it relates to employee health and well-being.

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