This study offers a longitudinal and dyadic test of relational turbulence theory during the COVID-19 pandemic. Specifically, this study highlights the severity of irritations and the aggressiveness and openness of relational communication as outcomes of relational turbulence that both shape and reflect relationship characteristics during this transition. Romantic dyads ( N = 151) completed four weekly surveys during the pandemic’s early stages. We used multilevel modeling to document between- and within-person effects and evaluate reciprocal effects over time. Results indicated that relational uncertainty and partner interference were positively associated with relational turbulence, whereas partner facilitation was negatively associated with turbulence. Relational turbulence was positively associated with the severity of irritations and the aggressiveness of communication, and negatively associated with the openness of communication, above and beyond the effects of the relationship mechanisms. Over-time analyses showed that relational turbulence, severity of irritations, aggressive communication, and open communication predicted subsequent levels of relationship qualities. These findings showcase the theoretical utility of relational turbulence theory for explaining how relationships are affected by the pandemic and highlight relationship processes to target in helping couples manage their relationship during these stressful times.

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This research reinforces arguments for the use of adult vertical development theory to transform traditional leadership development practices to prepare leaders for the volatile, uncertain, complex, and ambiguous (VUCA) world. Vertical leadership development strategies and practices were assessed in fifteen large organizations. Multiple factors impacted implementation of vertical development practices. The primary factor was the overall leadership development mindset (the organization's learning strategy and its theory of individual change). Secondary factors include senior leader engagement, space for openness and vulnerability, capability and experience of practitioners, alignment in business processes, and expanded understanding of risk-taking. Our results illustrate that accelerating leadership capacity through the implementation of vertical development practices requires significant personal and organizational commitment.

The changing landscape that leaders face demands an evolution of leadership development that not only builds skills but also grows a leader's capacity to effectively respond to and manage an ambiguous, uncertain and changing future. Based on adult development theory, we explore the nuanced difference of leadership development through two distinct, but equally useful lenses: horizontal and vertical leadership development.We examined the state of leadership development practice across fifteen large organizations and present differences in how six common leadership development practices including assessments, individual development plans, expert knowledge sharing, mentorship, coaching, and experiential opportunities were used in a more traditional skill-building way, and how principles of vertical development were incorporated. We conclude with specific practical approaches to modify traditional practices to meet emerging needs.