Can we agree we just had a rupture? Patient-therapist congruence on ruptures and its effects on outcome in brief relational therapy versus cognitive-behavioral therapy.

Purpose This review focuses and aids the development of organizational support theory, which explains relationships between employers and employees based on social exchange. Many studies have explored the theory's central construct, perceived organizational support (POS), or the degree to which employees believe their work organization values their contributions and cares about their well-being. Since the last review of POS literature in 2000, the occupational landscape has shifted, increasing nontraditional work relationships and the importance of managing an international workforce while considering influences on employee well-being. This review discusses how the recent POS research reflects these trends. Design/Methodology/Approach This review focused on how themes in the POS research since 2000 have enhanced organizational support theory as relevant to the twenty-first century world of work. Findings Four important theoretical themes have developed since 2000 that enhance organizational support theory: considerations of employee well-being, nontraditional workers, international and cross-cultural issues, and developments tied to the use of multilevel modeling.Implications Giving both researchers and practitioners a synthesized view of the current status of POS research, this review serves as a springboard for new developments. It also integrates the multitude of recent studies into organizational support theory, focusing theoretical progress. Originality/Value This is the first review and theoretical integration of the POS literature since 2002. It is a valuable resource for all interested in the field, with theoretical insights, useful tables, explanatory figures, and references.

Dirty work involves tasks that are stigmatized owing to characteristics that the public finds disgusting, degrading, or objectionable. Conservation of resources theory suggests such experiences should induce strain and decreased work satisfaction; social identity theory suggests such work should lead to strong psychological investment in the work, among other outcomes. Integrating these two perspectives, this study hypothesizes and presents quantitative evidence from 499 animal-shelter workers, demonstrating how dirty-work engagement relates to higher levels of strain, job involvement, and reluctance to discuss work while negatively influencing work satisfaction. Additionally, this study takes a unique perspective on dirty work by focusing on dirty tasks within a dirty-work occupation. The data suggest meaningful differences between the outcomes of dirty-task frequency and dirty-task psychological salience, providing additional insight into the complexity of stigmatized occupations and ways in which future research and theory benefit as a result.

Leaders in high-reliability organizational contexts such as firefighting, emergency medicine, and law enforcement often face the challenge of making sense of environments that are dangerous, highly ambiguous, and rapidly changing. Most leadership research, however, has focused on more stable conditions. This study analyzed 100 reports of "near-miss" situations in which firefighters narrowly escaped injury or death, drawing upon sensemaking and high-reliability organizational theories to provide a grounded theory of leadership processes within extreme events. Themes related to direction setting, knowledge, talk, role acting, role modeling, trust, situational awareness, and agility were key categories. Further abstraction of the data revealed the higher-order categories of framing, heedful interrelating, and adjusting as key characteristics of the overall social process of leadership within dangerous contexts, labeled organizing ambiguity. These findings highlight leadership as a collective sensemaking process in which ambiguity is reduced and resilience promoted in the face of danger via interaction among and between leaders and followers.During recent decades, researchers have provided a wealth of theory and empirical analysis regarding leadership. The majority of that scholarship, however, has focused on the influence processes leaders employ during relatively stable operating conditions in which ambiguity levels are low to moderate, information used to manage equivocality is relatively accessible, and time for action is plentiful. Many studies involving military leaders have focused on individual-and organiza-

Slaughterhouse workers face the reality of industrialized meat production on a daily basis, experiencing firsthand the routinized killing of animals. This occupation provides a window through which to view one key way in which animals and organizations intersect in modern society. Given its proximity to death and undesirable required tasks, working in a slaughterhouse is classified as 'dirty work'. Current theorizing, however, does not address how the intentional killing of animals may impact workers beyond its inherent dirtiness and low prestige. In this study, we draw upon and extend dirty work theory to further understand the unique nature of work that involves the intentional killing of animals. Regression analyses of data from 10,605 Danish workers across 44 occupations suggest that slaughterhouse workers consistently experience lower physical and psychological well-being along with increased incidences of negative coping behavior. Our findings hold while statistically controlling for occupational prestige and overall dirtiness. Additionally, we compare the pattern of results with a comparable occupation that does not involve animal killing, suggesting specific outcomes associated with routinized killing of animals. Building upon extant research and considering our findings, we discuss the theoretical implications regarding dirty work and the intentional killing of animals in organizations.