conceptualized the article and wrote the original and revised versions with multiple rounds of input, editing, and review by each additional co-author (listed alphabetically by last name)

COVID-19’s impacts on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on: (i) emergent changes in work practices (e.g., working from home, virtual teamwork) and (ii) emergent changes for workers (e.g, social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions.

Positive manager-subordinate relationships are invaluable to organizations because they enable positive employee attitudes, citizenship behaviors, task performance, and more effective organizations. Yet extant theory provides a limited perspective on the factors that create these types of relationships. We highlight the important role subordinates also play in affecting the resource pool and propose that a subordinate's multiple identities can provide him or her with access to knowledge and social capital resources that can be utilized for work-based tasks and activities. A manager and a subordinate may prefer similar or different strategies for managing the subordinate's multiple identities, however, which can affect resource utilization and the quality of the manager-subordinate relationship. Our variance model summarizes our predictions about the effect of managers' and subordinates' strategy choices on the quality of manager-subordinate relationships. In doing so we integrate three divergent relational theories (leader-member exchange theory, relational-cultural theory, and a positive organizational scholarship perspective on positive relationships at work) and offer new insights on the quality of manager-subordinate relationships. KeywordsIdentity, diversity, resources, relationships, leader-member exchange, relational cultural theory, positive organizational scholarship Disciplines Management Sciences and Quantitative Methods CommentsAt the time of publication, author Stephanie J. Creary was affiliated with Cornell University. Currently, she is a faculty member at the University of Pennsylvania. Antioch University E-mail: lroberts3@antioch.edu 1 We would like to thank our action editor, Christine Quinn Trank, and our three anonymous reviewers for their feedback and support. We appreciate the feedback we received from audiences at the CGO at Simmons School of Management, the GRO seminar group at Harvard Business School, the Work, Identity and Meaning group at the Boston College Carroll School of Management, the 2012 Positive Relationships at Work Microcommunity research meeting, and the 2013 Academy of Management meeting. Special thanks to Rachel Arnett, Stacy Blake-Beard, Hannah Riley Bowles, Boram Do, Jane Dutton, Robin Ely, Joyce Fletcher, Oscar Holmes IV, Tsedal Neeley, Michael Pratt, Lakshmi Ramarajan, and Andrea Tunarosa for their support. We are grateful to the GDO Division for awarding an earlier version of this paper the Division's Best Student Paper at the 2013 Academy of Management meeting. 2 OUT OF THE BOX? HOW MANAGING A SUBORDINATE'S MULTIPLE IDENTITIES AFFECTS THE QUALITY OF A MANAGER-SUBORDINATE RELATIONSHIP ABSTRACT:Positive manager-subordinate relationships are invaluable to organizations because they enable positive employee attitudes, citizenship behaviors, task performance, and more effective organizations. Yet, extant theory provides a limited perspective on the factors that create these types of relationships. In this paper, we highlight the important role that subordinates al...

Role conflict exists when two or more social roles overlap and are incompatible. Conflict occurs because the performance of one role interferes with the performance of another. Role conflict can be time‐based, strain‐based, or behavior‐based. Antecedents of work–family conflict can be within the same work or family domain or across domains. Role overload exists when an individual fulfills multiple roles simultaneously and lacks the resources to perform them. It can evolve from both excessive time demands and excessive psychological demands. Role strain is an outcome of role conflict and overload. Solutions to reducing the effects of role conflict, overload, and strain include reducing demands, increasing resources, or both. More specifically, role‐sequencing, role‐prioritizing, and role change, as well as increasing social resources and managing boundaries between work and family responsibilities, are options for reducing role conflict, overload, and strain.

[Excerpt] The classification of 'professions' has been a debated topic (Abbott, 1988; Friedson 2001), with several researchers putting forth varying criteria which distinguish a profession from other occupations. Previously, an individual would be considered a professional only once they had completed and attained all of the training, certifications and credentials of a professional occupation and, of course, internalized this profession's values and norms (Wilensky, 1964). Recently, researchers have begun to relax the criteria for classifying professional occupations, insisting only that the occupation be skill-or education-based (Benveniste, 1987; Ibarra, 1999). Furthermore, in today's workplace, which is burgeoning with independent knowledge workers, the term 'profession' is often used as an adjective rather than a noun, describing how individuals carry out their work with knowledge and skill rather than the specific kind of work they do (see Chapter 9 in this book).