The COVID-19 crisis has compelled many organizations to implement full-time telework for their employees in a bid to prevent a transmission of the virus. At the same time, the volatile COVID-19 situation presents unique, unforeseen daily disruptive task setbacks that divert employees' attention from routinized work tasks and require them to respond adaptively and effortfully. Yet, little is known about how telework employees react to such complex demands and regulate their work behaviors while working from home. Drawing on Hobfoll's (1989) conservation of resources (COR) theory, we develop a multilevel, two-stage moderatedmediation model arguing that daily COVID-19 task setbacks are stressors that would trigger a resource loss process and will thus be positively related to the employee's end-of-day emotional exhaustion. The emotionally exhausted employee then enters a resource preservation mode that precipitates a positive relationship between end-of-day exhaustion and next-day work withdrawal behaviors. Based on COR, we also predict that the relation between daily COVID-19 task setbacks and exhaustion would be more positive in telework employees who have higher (vs. lower) task interdependence with coworkers, but organizations could alleviate the positive relation between end-of-day exhaustion and next-day work withdrawal behavior by providing employees with higher (vs. lower) telework task support. We collected daily experience-sampling data over 10 workdays from 120 employees (Level 1, n ϭ 1,022) who were teleworking full-time due to the pandemic lockdown. The results generally supported our hypotheses, and their implications for scholars and managers during and beyond the pandemic are discussed.

Although authoritarian leadership is viewed pejoratively in the literature, in general it is not strongly related to important follower outcomes. We argue that relationships between authoritarian leadership and individual employee outcomes are mediated by perceived insider status, yet in different ways depending on work unit power distance climate and individual role breadth self-efficacy. Results from technology company employees in China largely supported our hypothesized model. We observed negative indirect effects of authoritarian leadership on job performance, affective organizational commitment, and intention to stay among employees in units with relatively low endorsement of power distance, whereas the indirect relationships were not significant among employees in relatively high power distance units. These conditional indirect effects of authoritarian leadership on performance and intention to stay were significantly stronger among employees with relatively high role breadth self-efficacy. We discuss how the model and findings promote understanding of how, and under what circumstances, authoritarian leadership may influence followers' performance and psychological connections to their organizations. (PsycINFO Database Record

Drawing on appraisal theories of discrete emotions, we propose and test a model in which abusive supervision directed toward oneself and toward work unit peers (coworker abusive supervision) are interactively related to generalized feelings of shame, anger, and fear. These discrete emotions, in turn, tend to precipitate distinct responses that do not directly target the supervisor. We tested our hypotheses with a three-wave, time-lagged survey of 285 full-time workers from 55 work units. Consistent with our theorizing, supervisory abuse was associated with stronger feelings of shame while at work when the abusive supervision reported by one's coworkers was lower (vs. higher), whereas abuse had a stronger association with anger when coworkers also perceived relatively high levels of abuse. The distinct action tendencies associated with shame and anger are related to employees engaging in less voice behavior and more interpersonal deviance, respectively, and fear is related to higher turnover intentions. We discuss the study's implications for theory development concerning abusive supervision. K E Y W O R D Sabusive supervision, cognitive appraisal theories, discrete emotions, interpersonal deviance, turnover intention, voice behavior

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Having a strong vocational identity is a prelude to the formation of individuals’ overall identity. Hence, vocational identity has long been a variable of interest in vocational research. However, most existing studies utilized Holland, Gottfredson, and Power’s My Vocational Situation (MVS) vocational identity subscale to measure vocational identity. Due to how its items are worded, we contend that the MVS was not able to accurately capture vocational identity as a stable construct. Its dichotomous response scale also limits researchers’ attempts to evaluate its psychometric properties. To address these issues, we developed and validated a new “Vocational Identity Measure (VIM)” that utilizes Likert-type responses. The VIM seeks to measure how aware individuals are of their stable career goals, interests, and abilities. Results (Studies 1 and 2) suggest that the VIM possesses sound internal reliability, a stable single-factor structure, and incremental validity over the MVS. The scale also has good convergent validities with relevant constructs such as career decision self-efficacy and exploration. Based on these findings, the strengths and limitations of the VIM scale are discussed, and future research directions are proposed.