One of the most difficult tasks facing industrial‐organizational psychologists is evaluating the importance of variables, especially new variables, to be included in the prediction of some outcome. When multiple regression is used, common practices suggest evaluating the usefulness of new variables by showing incremental validity beyond the set of existing variables. This approach assures that the new variables are not statistically redundant with this existing set, but this approach attributes any shared criterion‐related validity to the existing set of variables and none to the new variables. More importantly, incremental validity alone fails to answer the question directly about the importance of variables included in a regression model—arguably the more important statistical concern for practitioners. To that end, the current article reviews 2 indices of relative importance, general dominance weights and relative weights, which may be used to complement incremental validity evidence and permit organizational decision makers to make more precise and informed decisions concerning the usefulness of predictor variables. We illustrate our approach by reanalyzing the correlation matrices from 2 published studies.

The authors used Iranian (N = 723) and American (N = 900) samples to develop an Integrative Self-Knowledge Scale for measuring a temporally integrated understanding of processes within the self. They administered this new instrument, the Mindfulness Scale (K. W. Brown & R. M. Ryan, 2003), the Reflective and Experiential Self-Knowledge Scales (N. Ghorbani, M. N. Bing, P. J. Watson, H. R. Davison, & D. L. Lebreton, 2003), and additional sample-specific measures to 3 separate groups of university students in each society. The Integrative Self-Knowledge Scale displayed internal reliability and measurement equivalence, along with convergent, criterion, discriminant, and incremental validity. This new instrument may be useful in promoting cross-cultural research in positive psychology.

Implications for diagnosis, treatment planning and outcomes measurement are discussed.

The current study examines the role of ethical cognition as a psychological mechanism linking ethical leadership to employee engagement in specific discretionary workplace behaviors. Hypotheses are developed proposing that ethical leadership is associated with employees’ negative moral equity judgments of workplace deviance (a discretionary antisocial behavior) and positive moral equity judgments of organizational citizenship (a discretionary prosocial behavior). In addition, hypotheses propose that moral equity judgments are a key type of ethical cognition linking ethical leadership with employee behaviors. Hypotheses are tested in a cross-organizational sample of 190 supervisor–employee dyads. Results indicate that employees who work for ethical leaders tended to judge acts of workplace deviance as morally inequitable and acts of organizational citizenship as morally equitable. In turn, these judgments guided employee regulation of behavior, and mediated the relationships between ethical leadership and employee avoidance of antisocial conduct and engagement in prosocial behavior.

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