Utilizing a sample of 150 part-time MBA students, this study evaluated the relationship between leader behaviors and subordinate resilience. We proposed that the transformational leadership dimensions of Attributed Charisma, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, as well as the transactional leadership dimension of Contingent Reward would be positively associated with subordinate resilience. We also proposed that the transactional leadership dimensions of Management-by-Exception Active and Management-by-Exception Passive and the non-leadership dimension of Laissez-Faire leadership would not be positively associated with subordinate resilience. With the exception of Inspirational Motivation, all hypothesized relationships were supported. A post-hoc analysis of open-ended responses to the question "What helped you to deal with this situation? " indicated that participants who mentioned their leaders as a positive factor in dealing with the situation exhibited greater resilience than participants who did not. The implications of these results and suggestions for future research are discussed.

Pay transparency—open access to comparative wages—may help reduce wage discrepancies and otherwise benefit organizations. A 2 × 2 × 2 between-subjects factorial design was used to test the effects of pay transparency, informational justice and distributive justice on pay satisfaction and affective commitment. Case scenarios were developed to manipulate these variables and test main effect and interaction hypotheses. Full-time employees in the United States ( N = 293) were recruited from Amazon’s MTurk. Results showed main effects of pay transparency and distributive justice on both pay satisfaction and affective commitment; an informational justice effect was revealed on affective commitment. Pay transparency had a larger effect on pay satisfaction when distributive justice was low than when it was high. Exploratory analyses revealed an interaction between pay transparency, gender and race on pay satisfaction. This study confirmed positive consequences of pay transparency policies, which are proposed to be a component of informational justice.

Communicating negative information to subordinates is one of the more discomforting managerial responsibilities. Yet managers frequently have to make tough decisions which sometimes result in unfavorable outcomes for subordinates. Managers may be lured into using electronic media to distance themselves from the victim(s) of the bad news. A consequence of this choice may be more negative employee reactions than is necessary. We present four considerations balancing efficiency of communication with sensitivity to the impact, increasing employee acceptance of undesired outcomes.

Judgments of contour strength or saliency for twenty-four illusory-contour configurations were subjected to a confirmatory factor analysis. A four-factor model that posited the involvement of simultaneous contrast, linear effects (assimilation and dissimilation), depth/completion cues, and feature analyzers accounted for a substantial proportion of the variance in judgments of illusory-contour strength. The hierarchical addition of a fifth factor, diffuse illusory contours, significantly improved the overall fit of the model, but added little to the proportion of explained variance. The taxonomic approach adopted provides support for a multiprocess model of illusory-contour perception.

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