In this study, the authors investigated how leader vision influences the change-oriented behaviors of adaptivity and proactivity in the workplace. The authors proposed that leader vision would lead to an increase in adaptivity for employees who were high in openness to work role change. In contrast, they proposed leader vision would be associated with an increase in proactivity when employees were high in role breadth self-efficacy. These propositions were supported in a longitudinal survey of 102 employees who provided self-report data about their leader and their work behaviors. The findings provide insight into the interaction between leaders and followers in responding to a change imperative.

Although work-related driving is associated with high accident rates, limited research has investigated the factors influencing driving crashes in the work setting. This study explored multilevel influences on self-reported crashes in the workplace by surveying a sample of work-related drivers (n = 380), their workgroup supervisors (n = 88), and fleet managers (n = 47). At the driver level of analysis, safety motivation predicted self-reported crashes. In turn, drivers' perceptions of their fleet managers' safety values (but not drivers' perceptions of their supervisors' safety values), their own attitudes, and their own efficacy beliefs predicted motivation to drive safely. Furthermore, the influence of supervisors and fleet managers interacted such that drivers were more motivated to drive safely if they perceived both their supervisor and fleet manager to value safety. This study also explored the cross-level relationships between supervisors' and fleet managers' perceptions of organizational safety values and drivers' perceptions of managerial safety values and found a relationship between fleet managers' perceptions of organizational safety values and drivers' perceptions of fleet managers' safety values. These results illustrate that perceptions of workplace safety values are transmitted across levels of the organization.

This research reports on two field studies which demonstrate that self-leadership training decreases strain via increases in self-efficacy and positive affect. The first, an experimental study, found that strain was reduced in the randomly assigned training group, but not in the control group. The second was a longitudinal study and supported the hypotheses that self-efficacy and positive affect mediated the effect of self-leadership training on strain. Our findings extend both self-leadership and stress management literatures by providing a theoretical framework within which the effects of self-leadership on strain can be understood. Practically speaking, our findings suggest that self-leadership training offers an individual-level preventive approach to stress management.