Utilizing a sample of 150 part-time MBA students, this study evaluated the relationship between leader behaviors and subordinate resilience. We proposed that the transformational leadership dimensions of Attributed Charisma, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, as well as the transactional leadership dimension of Contingent Reward would be positively associated with subordinate resilience. We also proposed that the transactional leadership dimensions of Management-by-Exception Active and Management-by-Exception Passive and the non-leadership dimension of Laissez-Faire leadership would not be positively associated with subordinate resilience. With the exception of Inspirational Motivation, all hypothesized relationships were supported. A post-hoc analysis of open-ended responses to the question "What helped you to deal with this situation? " indicated that participants who mentioned their leaders as a positive factor in dealing with the situation exhibited greater resilience than participants who did not. The implications of these results and suggestions for future research are discussed.

This study examined the issue of "fun at work" across three sectors: public, nonprofit, and private. Specifically, we examined employees' attitudes toward fun, their perceptions of what is (and is not) fun, and the role of trust in the supervisor and coworkers. While there were no significant differences across the three sectors in their attitudes toward fun, there were significant differences across sectors in their ratings of the company-wide outings category and ten (of forty) individual fun activities. Public sector employees tended to rate the activities as less fun than at least one of the other two groups. Employees in all three sectors agreed that food-related activities were fun. In addition, attitudes toward fun were found to be positively related to trust in one's supervisor and trust in one's coworkers. The implications of these results and directions for future research are discussed.

Current research on the fairness of organizational procedures is extended by considering the role of social comparisons in the evaluation of fairness. Both the subject's and a referent's control over task choice (high or low control) and the outcome of the task (favorable or unfavorable) were varied. Contrary to expectations, results showed that evaluations of the procedure and outcome were influenced primarily by the subject's outcome. Referent outcomes also influenced perceptions of procedural fairness, but no support was found for the hypothesis that subjects' process control would interact with the referent's process control to influence subjects' ratings of procedural and outcome satisfaction and fairness. Results suggest that Ss draw different inferences from a social, rather than a self, referent. The informational role of outcomes for procedural judgments is emphasized.We would like to thank three anonymous reviewers for their valuable comments on earlier versions of this article.

Effective screening and selection of expatriates is a critical function in organizations, yet the use of paper and pencil instruments in expatriate selection is limited by the paucity of existing validity evidence. This study assessed the discriminant, convergent, and predictive validity of two Intercultural Competence measures (the Behavioral Assessment Scale for Intercultural Communication Effectiveness and the Intercultural Sensitivity Scale) and three Interpersonal Competence measures (the Interpersonal Competence Questionnaire, the Social Problem-Solving Inventory-Revised: Short Version, and the Self-Monitoring Scale). The Intercultural competence measures exhibited discriminant validity with the Interpersonal competence measures and none of the five measures exhibited convergent validity. However, four of the five measures did predict ratings of intercultural decision quality in an intercultural organizational scenario.

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