Due to recent technological advances, organizations currently face massive changes of their work design and leadership. Unfortunately, the exact nature of these changes is still unclear as most existing studies were conducted during earlier stages of the digital transformation and the available literature is highly fragmented. To provide an up-to-date overview on the changes in work design and leadership resulting from the digital transformation and to structure our existing knowledge in this domain, we conducted an open-ended online survey with 49 recognized digitalization experts and identified key themes of change. In sum, four key themes of change affecting both work design and leadership emerged, namely changes in work-life and health, the use of information and communication technology, performance and talent management and organizational hierarchies. In addition, two macro-level change dimensions regarding the structure of work and relationshiporiented leadership evolved. While some of the identified changes were partly covered in earlier studies, others have so far not received much attention despite their apparently high relevance in the current stage of the digital transformation. The results of this study therefore provide an important basis for future research and help organizations to strategically prepare for the requirements of the digital age.

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Purpose Current research suggests a positive link between followers’ perceptions of their leaders’ expression of positive emotions and followers’ trust in their leaders. Based on the theories about the social function of emotions, the authors aim to qualify this generalized assumption. The purpose of this paper is to demonstrate that followers’ perceptions of leaders’ expressions of specific positive emotions – namely, pride and gratitude – differentially influence follower ratings of leaders’ trustworthiness (benevolence, integrity, and ability), and, ultimately, trust in the leader. Design/methodology/approach The hypotheses were tested using a multimethod approach combining experimental evidence (n=271) with longitudinal field data (n=120). Findings Both when experimentally manipulating leaders’ emotion expressions and when measuring followers’ perceptions of leaders’ emotion expressions, this research found leaders’ expressions of pride to be consistently associated with lower perceived benevolence, while leaders’ expressions of gratitude were associated with higher perceptions of benevolence and integrity. Originality/value This paper theoretically and empirically establishes that leaders’ expressions of discrete positive emotions differentially influence followers’ trust in the leader via trustworthiness perceptions.

Two experimental studies were conducted to investigate how the expression of pride shapes agency-related and communality-related judgments, and how those judgments differ when the pride expresser is a man or a woman. Results indicated that the expression of pride (as compared to the expression of happiness) had positive effects on perceptions of agency and inferences about task-oriented leadership competence, and negative effects on perceptions of communality and inferences about people-oriented leadership competence. Pride expression also elevated ascriptions of interpersonal hostility. For agency-related judgments and ascriptions of interpersonal hostility, these effects were consistently stronger when the pride expresser was a woman than a man. Moreover, the expression of pride was found to affect disparities in judgments about men and women, eliminating the stereotype-consistent differences that were evident when happiness was expressed. With a display of pride women were not seen as any more deficient in agency-related attributes and competencies, nor were they seen as any more exceptional in communality-related attributes and competencies, than were men. (PsycINFO Database Record

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Purpose – The purpose of this paper is to demonstrate the influence of two different facets of pride – authentic and hubristic – on helping. Design/methodology/approach – Hypotheses were tested combining an experimental vignette study (n=75) with correlational field research (n=184). Findings – Results reveal that hubristic pride is associated with lower levels of intended helping compared with authentic pride when experimentally induced; further, trait hubristic pride is negatively related with helping, whereas trait authentic pride is positively related to helping, while controlling for alternative affective and cognitive explanations. Research limitations/implications – The use of vignettes and self-reports limits the ecological validity of the results. But when considered in combination, results provide important indications on how helping can be fostered in organizations: by emphasizing successes and the efforts that were necessary to achieve them. Originality/value – The results highlight the differential effects of discrete emotions in organizations.

This study examines support for quotas for women in leadership, a currently highly debated topic in management research and practice. Using a sample of German working adults (N = 761), our results suggest that stereotypes about women (n = 380) are significantly related to support for quotas for women in leadership. Ascriptions of agency to typical women, that is, the extent to which women are generally seen as assertive, active, and strong, were positively related to participants' support for quotas for women in leadership in male‐gendered industries and high hierarchical positions, whereas ascriptions of communality to typical women, that is, the extent to which women are seen as understanding, supportive, and caring, were generally positively related. This pattern emerged for both male and female participants. Unexpectedly, gender‐stereotypic ascriptions to men (n = 381) were also related to support for quotas for women in leadership—with a positive relationship with agency in male‐gendered industries and a general negative relationship with communality, although these results were less pronounced. Implications for organizations are derived from these results, highlighting how the introduction of quotas for women in leadership can be smoothed by addressing how employees see women in terms of agency and communality.