Contributors

Incivility, rudeness, and a general disrespect for others has risen steeply in the workplace in recent years, affecting not only employees, but also customers and third parties in contact with employees. Servant leaders, those who put the needs of others above their own, serve as a critical force in preventing group-level incivility through promoting a virtuous work climate.

Many U.S. employees believe working from home—or at least away from the office—can bring freedom and stress-free job satisfaction. But our recent research says, not so fast.

In this article, we study the relationship between ethical leadership and employee deviance and turnover intentions, considering the role of hindrance stress from the leader and the job. Our findings show that ethical leaders who also impose additional demands are perceived to miss the mark in providing proper social support are likely to have deviant or withdrawing employees.

The average worker would agree that breaks, although not necessary, are helpful in making a workday more manageable and possibly enjoyable. Research has shown the benefits of evenings, weekends, and vacations on employee health and performance, but surprisingly little research has investigated breaks during the actual workday itself.