While existing literature on leadership articulates the importance of leader emotion, there has been little attention to the potential roles of more specific emotions. The current paper examined the effect of leader emotion on evaluations of leadership in the context of a product recall. In particular, this research examined how the expression of anger and sadness influences how effective a leader is perceived to be in times of crises. This was done by manipulating the emotion of the leader, as well as the response of the leader. The results revealed that a leader expressing either sadness or anger/sadness was evaluated more favorably than a leader expressing anger. Furthermore, a leader accepting responsibility for the crisis was evaluated more favorably than a leader not accepting responsibility.

This study examined the influence of mentor matching on job attitudes and the extent to which this relationship was mediated by the amount of gay-specific mentor functions gay and lesbian workers receive and further influenced by the centrality of a gay or lesbian individual's sexual identity. Results revealed that gay and lesbian proteges with gay mentors reported greater job satisfaction and job involvement than those with heterosexual mentors, who in turn, reported greater job satisfaction and job involvement than gay and lesbian workers with no mentors. Having a mentor, regardless of whether the mentor was gay or heterosexual, however, did not appear related to gay and lesbian workers' organizational commitment. No support was found for the proposed mediator and moderator variables. Implications for future research are discussed.

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Several methods for improving the job analysis process were examined using the Position Analysis Questionnaire (PAQ). Holistic ratings of PAQ dimensions for four jobs were obtained from 63 non-experts, nine graduate students who were familiar with the PAQ, and three professional job analysts who were very familiar with the PAQ. Holistic ratings were compared to a traditional score profile obtained from professional job analysts. For all groups, holistic ratings of the dimensions were not similar to the traditional score profiles; consequently, rating PAQ dimensions holistically is probably not a viable alternative to reducing the effort required in the job analysis process. Additionally, a comparison of three rating scales in the holistic condition showed that they were moderately correlated. Future research investigating rating scales that yield independent information should be conducted. The potential benefits of a detailed item training session for job analysts are also discussed.