Purpose Procrastination is regularly presented as a behavior to avoid, but this paper argues that individuals who strategically engage in procrastination may experience unique performance benefits that non-procrastinators do not. The purpose of this paper is to present a balanced framework from which procrastination, beginning with a review of the procrastination performance literature and historical stance on the behavior, can be understood. Design/methodology/approach This paper presents and reviews the use of procrastination in organizations. Findings Our findings indicate that while procrastination can be dysfunctional, it can prove to be strategically valuable. To summarize, this paper recommends a holistic conceptualization of procrastination that refrains from value judgment and calls for rethinking the stigma associated with the behavior. Originality/value This paper highlights both the theoretical and practical importance of exploring the benefits of procrastination in an organizational context.

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Supportive supervision is doubtlessly beneficial in many instances in organizations. Paustian‐Underdahl, Shanock, Rogelberg, Scott, Justice, and Altman () have examined the predictors of supportive supervision. We might suggest that they have underidentified those factors that impact the potential influence of supportive supervision and suggest a more comprehensive approach to this important variable.

Modern organizational leaders must rise to the challenge of making both ethically sound decisions as well as traditional fiscal decisions in order to remain competitive in today's marketplace. It is critical for leaders to be mindful of how emotions may assist or hinder them throughout the ethical decision-making process. Attempting to ignore the emotional component of ethical decision making or pretending that emotions do not exert influence on decisions is foolhardy and disregards both empirical and theoretical research suggesting otherwise. The challenge for leaders is how to best incorporate emotion into ethical decision making. This chapter examines several theoretical models of emotion and ethical decision making, applies theoretical and empirical findings to explain how two common emotions—anger and anxiety—impact ethical decision making, and provides recommendations for leaders seeking to improve ethical decision-making outcomes.