Although the importance of leadership for innovation processes has been acknowledged, the understanding of the relationships between leadership styles and levels of innovation in work teams is still limited. This study among team managers and team members of 133 Spanish bank branches (i.e., work teams) investigated whether the influence of charismatic leadership on work team innovative behavior comes about via team potency, and whether the relationship between charismatic leadership and team potency is moderated by the level of task interdependence within the team. Data were collected at three different time points. Results of structural equation modeling showed that only at high levels of task interdependence, team managers’ charismatic leadership at time 1 was significantly positively related to an increase in team potency at time 2, which in turn was positively related to manager ratings of their work teams’ innovative behavior at time 3. This means that only at high levels of task interdependence, charismatic leadership had a significant indirect effect on team innovative behavior via team potency. Thus, our study sheds light on the boundary conditions of this effect.

Robots are increasingly used in a variety of work environments, but surprisingly little attention has been paid to how robots change work. In this comparative case study, we explore how robotization changed the work design of order pickers and order packers in eight logistic warehouses. We found that all warehouses robotized tasks based on technological functionality to increase efficiency, which sometimes created jobs consisting of ‘left-over tasks’. Only two warehouses used a bottom-up approach, where employees were involved in the implementation and quality of work was considered important. Although the other warehouses did not, sometimes their work design still benefitted from robotization. The positive effects we identified are reduced physical and cognitive demands and opportunities for upskilling. Warehouses that lack attention to the quality of work may risk ending up with the negative effects for employees, such as simplification and intensification of work, and reduced autonomy. We propose that understanding the consequences of robots on work design supports HR professionals to help managing this transition by both giving relevant input on a strategic level about the importance of work design and advocating for employees and their involvement.

Speech is a complex sensorimotor skill, and vocal learning involves both the basal ganglia and the cerebellum. These subcortical structures interact indirectly through their respective loops with thalamo-cortical and brainstem networks, and directly via subcortical pathways, but the role of their interaction during sensorimotor learning remains undetermined. While songbirds and their song-dedicated basal ganglia-thalamo-cortical circuitry offer a unique opportunity to study subcortical circuits involved in vocal learning, the cerebellar contribution to avian song learning remains unknown. We demonstrate that the cerebellum provides a strong input to the song-related basal ganglia nucleus in zebra finches. Cerebellar signals are transmitted to the basal ganglia via a disynaptic connection through the thalamus and then conveyed to their cortical target and to the premotor nucleus controlling song production. Finally, cerebellar lesions impair juvenile song learning, opening new opportunities to investigate how subcortical interactions between the cerebellum and basal ganglia contribute to sensorimotor learning.

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

Though the importance of sustainable employability throughout people’s working life is undisputed, up till now only one attempt for a conceptual definition has been made (Van der Klink et al., 2016). Following the suggestions to further refine and improve this definition recently put forward by Fleuren et al. (2016), we propose an approach to sustainable employability that is based on the Ability-Motivation-Opportunity (AMO) framework, and incorporates three indicators: the ability, the motivation, and the opportunity to continue working, respectively. As sustainable employability is considered to be an important aspect of successful aging at work, this study used four different conceptualizations of aging at work to set up convergent and divergent validity of our operationalization of sustainable employability: calendar age, organizational age (job and organizational tenure), functional age (work ability) and life-span age (partner and children). We formulated several hypotheses that were tested by analyzing data from an online survey among 180 employees from Dutch public service organizations who filled out a questionnaire on different age concepts, and their ability, motivation and opportunity to continue working. Multiple regression analyses were performed, and results showed that the four conceptualizations of aging were differently related to the three indicators of sustainable employability. Life-span age, in terms of having children, had the strongest negative relationship with the ability to continue working, organizational age (i.e., organizational tenure) had the strongest negative relationship with the motivation to continue working, and functional age had the strongest negative relationship with the opportunity to continue working. Moreover, functional age was significantly negatively related to the other two indicators of sustainable employability too, while life-span age appeared to enhance the ability and motivation to continue working (in terms of having children) and the perceived opportunity to continue working (in terms of having a partner). Calendar age was only important for the opportunity to continue working and appeared to have a negative association with this outcome variable. These results lend support to our proposed operationalization of sustainable employability by showing that the three indicators are differently related to different age conceptualizations thus expanding previous research on the conceptualization of sustainable employability.