Neurologists like to treat migraine more than cluster headaches and are neutral in treating chronic daily headaches.

Although an abundance of cross-sectional data have linked abusive supervision with employees' experience of health-related problems, further research accounting for the temporal dynamics of these variables is needed to establish causality. Furthermore, the process by which abusive supervision relates to subordinate health problems requires greater clarification. In a 1-year longitudinal cross-lagged investigation, we sought to test the time-lagged relationship between abusive supervision and employee physical health; additionally, we test rumination as a cognitive process that mediates this time-lagged relationship while modeling other relevant social and motivational mediators. Our results indicate that subordinate ruminative thinking about their experiences of abusive supervision mediates the time-lagged association between abusive supervision and physical health problems. These findings suggest that reducing ruminative thinking may limit the long-term impact of abusive supervision on employees' physical health.

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Despite being seen as a "model minority," Asian Americans remain underrepresented in organizational leadership roles in North America. The existing and limited research on this topic has primarily focused on external barriers to Asians' advancement (e.g., discrimination); however, little is currently known regarding potential internal barriers that this group may also experience-and why they may arise. Across two crosssectional survey studies using undergraduate student samples (Study 1: n Asians = 205, n Whites = 290; Study 2: n Asians = 105, n Whites = 176), we consistently found that Asian Canadians reported lower affective motivation to lead and leadership self-efficacy compared to their White Canadian peers. Integrating intrapsychic versus social structural perspectives on group differences in leadership with research on implicit leadership and followership theories to explore potential explanations, these differences appeared to be driven by intrapsychic processes (i.e., personal views of the self) rather than social structural influences (i.e., metastereotypes or how others stereotype one's racial group); however, both traits typically associated with leaders and followers seem to play a role in this process. Specifically, Asian Canadians had lower self-perceptions on agency-related traits associated with followership (i.e., more conforming), in line with commonly held stereotypes about Asians, and lower self-perceptions on competence-related traits associated with leadership and followership (i.e., less intelligent and more incompetent), counter to prevalent stereotypes about Asians. Overall, this exploratory research substantiates that Asians in North America may also face significant internal barriers to pursuing leadership roles and uncovers additional complexities that warrant future examination. Public Significance StatementAsians are currently underrepresented in North American leadership roles. We explore whether this Asian-White leadership gap may be due, in part, to Asians' greater hesitancy in pursuing leadership roles than their majority group counterparts and why this occurs. Asian Canadian students were less motivated to lead and confident in leading than White Canadian students, and this may be because Asian Canadians perceived themselves as more conforming and less competent compared to how White Canadians viewed themselves.

A large body of research has documented the ill effects of abusive supervision. However, this begs the question of why these behaviors continue to occur. To address this question, we contend that scholars need to understand how leaders—the perpetrators of these actions—make sense of abusive supervision. Specifically, drawing upon theories of appraisal and attribution, this paper examines leaders' cognitions of who is accountable for incidents of abusive supervision (i.e., the leader or the subordinate) and their future expectations (i.e., are individuals likely to engage in the same behaviors subsequently or are capable of change) and how these appraisals interact to shape emotional reactions. We conducted three complementary studies: a pilot study to identify relevant emotions, an event‐based experience sampling study (Study 1), and a retrospective recall study (Study 2). Accountability appraisals were associated with emotions, such that appraisals that oneself (vs. one's subordinate) was more responsible for the incident were linked to higher levels of guilt and shame. Although growth mindset moderated associations between accountability appraisals and emotions, it did so for different emotions across the two studies (i.e., hostility in Study 1 and shame in Study 2). Implications for theory and practice are discussed.

Despite demonstrating high levels of academic and professional competence, Asians are underrepresented in leadership roles in North America. The limited research on this topic has found that Asian Americans are perceived by others as poorer leaders than White Americans due to perceptions that Asians lack the ideal traits of a Western leader (i.e., agentic) relative to White Americans. However, we contend that, in addition to poorly activating ideal leader traits, Asian Americans may strongly activate ideal follower traits (e.g., industrious and reliable), and being seen as a good follower may pigeonhole Asian Americans in non-managerial roles. Across 4 studies, our findings generally supported our arguments regarding the activation of ideal follower traits and lack of activation of ideal leader traits for Asian American workers. However, compared to their majority group counterparts, we found some unexpected evidence for a more favorable view of Asian Americans as leaders, which was primarily driven by the greater activation of ideal follower traits (i.e., industry and good citizen) among Asian American workers. Yet, we uncover an important boundary condition in that these "good follower" advantages did not accrue when observers experienced threat-revealing how the benefits of so-called positive stereotypes of Asian American workers are context dependent.

This study suggests that neurologists and migraineurs believe that it is very important for a physician to provide them with an explanation of what causes migraine. An explanation that may be most informative may contain information in lay terms about the pathophysiology and the many triggers. The physician can provide explanations verbally, through handouts, or by referral to internet sites. Better patient understanding of what causes migraine may improve treatment adherence and patient satisfaction.