Industrial and Organizational Psychology

2008 - 2026

From Cambridge University Press
Cambridge University Press, UPH, Shaftesbury Road, Cambridge CB2 8BS UK.
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Volume 19, issue 3, 2026

Distinguishing destructive/toxic from incompetent leadership pp. _1

David Ducheyne and Filip De Fruyt

Beyond the “option to leave”: How job insecurity and the normalization of toxic leadership challenge early interventions pp. _10

Adysen Cohen, Collette Raffenaud, Anna Meerson and Benjamin Shearman

Addressing the proliferation of incompetent leaders: The imperative role of improving follower status and stability pp. _11

Cassandra N. Phetmisy, Diana Warner and Karen Ahumada Villanueva

Team recovery in the face of leadership adversity pp. _12

Cailey J. Schmitt, Karina Soto, Kevin Llanos and Miranda Copland

Leveraging the science and practice of industrial and organizational psychology for effective circular economy implementation pp. _13

Hannes Schilling, Marie Ritter, Clara Kühner, Stephanie Hirschberger, Hannes Zacher and Simone Kauffeld

Can I-O psychology contribute to circular economies without circularizing its own knowledge? pp. _14

Sophie A. Kay, Matthew A. Cronin and Oana Branzei

The circle of science: Applying circular economy principles to I-O psychology research and academia pp. _15

Micha Hilbert, Franz Wilhelm Mönke and Lucas Alexander Maunz

Circular economy implementation in small businesses: Perspectives on the field of entrepreneurship pp. _16

Chao Miao, Shanshan Qian, Jan Baum and Bart J. Debicki

Considering entrepreneurship and bricolage connections with the circular economy pp. _17

Monica Amadio and Gordon Bruce Schmidt

Work analysis and competency modeling in effective circular economy implementation pp. _18

Katherine C. Wheeler and S. Burak Ozkum

(Re)Making the case for the 4 Rs of talent management in I-O psychology pp. _19

P.D. Harms and Bradley Brummel

Beyond incompetence: Why destructive leadership research must make the right distinctions pp. _2

P. D. Harms, Alaric Bourgoin, Tyler Nicole Abayon Fezzey and Jane Park

Destructive leadership versus leader ineffectiveness: Leveraging arguments from prior research to clarify the distinction and construct boundaries pp. _3

Dina V. Krasikova and James M. LeBreton

Tomato, tomahto, potato, potahto, toxic or incompetent, it does not matter: We need solutions, not another definition pp. _4

Sarah Rana, Denise Robb, Robyn L. Brouer and Julie B. Olson-Buchanan

A distinction with little difference: Incompetent leadership is destructive pp. _5

Zofia Ann Walters and Liana Kreamer

Tracing the shadow: A practitioner’s guide to conceptualizing and identifying toxic leadership pp. _6

Andrew Loignon, Thomas Fischer and George C. Banks

But what is good leadership? A conceptual critique of defining leadership through psychological safety and trust pp. _7

Carsynn F. Miller

Beyond the toxic/incompetent divide: The roles of behavioral stability and source in destructive leadership pp. _8

Emma M. Gerritsen, Ivana Vranjes and Hans van Dijk

Dysfunctional leadership as a dynamic and relational process pp. _9

Rory E. Kuhn and S. Burak Ozkum

Volume 19, issue 2, 2026

I-O psychology and labor: Making up for benign neglect, antipathy, and missed opportunities pp. 123-139

Joel Lefkowitz, Michael J. Zickar, Wayne F. Cascio and Thomas Kochan

Neutrality is a choice: How I-O psychology aligns with power pp. 140-143

Lora Bishop

Power, neutrality, and missed evidence: Reconsidering I-O psychology’s relationship with labor pp. 144-146

Scott Alan Davies and James T. Austin

A European perspective on I-O psychology and organized labor pp. 147-149

Denise Vesper

Tales from an attempt to study perceived union support: Challenges and opportunities for the future pp. 150-152

J. Luke Wiley and Kristen Jennings Black

Integrating organized labor into I-O psychology graduate training pp. 153-157

Liana Kreamer, George Stock and Andrew McBride

Viewing unions through a public health model lens pp. 158-162

Tony Ramirez, Alex L. Bush, Keaton Allen Fletcher and Kendall Stephenson

Collective action at work: It’s time to count I-O psychology in pp. 163-166

Alisha J. Silkey, Griffin Mahon and Melissa G. Keith

No more missed opportunities: Benefits and methods of educating the next generation of I-O psychologists to work with labor unions pp. 167-172

Ryszard J. Koziel, Peter J. McEachern and Kayleigh Truman

Reskilling is not always the answer: Why I-O psychologists must align with labor before leverage vanishes pp. 173-179

Ivan Hernandez and Amal Chekili

Advancing I-O’s engagement with labor through institutionally supported interdisciplinarity pp. 180-185

Ahleah F. Miles, Benjamin D. Blachly, Maite Tapia and Hye Jin Rho

Read my lips: No new constructs! Construct proliferation as a threat to the future of I-O psychology pp. 186-202

Nathan A. Bowling, Valerie I. Sessa, Jonathan A. Shaffer and George C. Banks

The information needed to refine constructs is already there—we just need to use it pp. 203-207

Andrew Samo and Scott Highhouse

Computational process theorizing for defining, refining, and differentiating constructs pp. 208-214

Michael T. Braun, James A. Grand, Steve W. J. Kozlowski and Goran Kuljanin

The match-to-sample task: Adapting insights from cognitive psychology to address I-O construct proliferation pp. 215-218

Rachel Helisch, Laura Lakusta and Jennifer Bragger

The devil is in the details: Methodological nuances and challenges in evaluating construct redundancy pp. 219-223

In-Sue Oh and Huy Le

Too many ways to measure the same thing: Measure proliferation in I-O psychology pp. 224-228

Natalie Wilde and David Woehr

Construct stewardship: Work–family as an illustrative case pp. 229-232

Jesse S. Michel

Rewarding new constructs while hoping for mature ones pp. 233-236

Marcus W. Dickson

Practical barriers to reducing construct proliferation pp. 237-240

Francesca A. Catalano and Liana Kreamer

Scientific journals and the academic publishing industry facilitate construct proliferation in industrial and organizational psychology pp. 241-244

Joachim Hüffmeier, Stefan Krumm and Maie Stein

Volume 19, issue 1, 2026

Developmental reviewing: Is it really good for science? pp. 1-15

Tammy D. Allen, Kimberly A. French, Derek R. Avery, Eden B. King and Brenton M. Wiernik

Is the problem developmental review, or the development of peer review? pp. 16-20

William G. Obenauer and Yannick Griep

The case for integrated reviewing and reviewer conflict of interest management pp. 21-24

In-Sue Oh

Where is my theoretical framework? When developmental reviewing turns into theorizing after results are known (TARKing) pp. 25-28

Mona Weiss, Wiebke Doden, Mirko Antino, Jan B. Schmutz and Dana Unger

The peril of requesting additional studies pp. 29-31

Greg L. Stewart

ReviewGPT: Reducing subjectivity in the review process using AI pp. 32-36

Melissa Robertson and Thamengie Richard

Developing reviewer competence across the career span pp. 37-41

Meghan K. Davenport, Natalie Wilde, Emily S. Redler and Cydnei Meredith

Human me-sources or human we-sources? Exploring the capacity for human resource practices to stimulate or suppress leader narcissism pp. 42-60

Tyree D. Mitchell, S. Alexander Haslam, Vanessa Burke and Niklas K. Steffens

Narcissism is not one thing: Designing HR practices to channel admiration, not rivalry pp. 61-64

P. D. Harms and Tyler N.A. Fezzey

Leader narcissism and HR practices: Considering nonlinearity, narcissism’s facets, and gender pp. 65-68

Leo Alexander, Daniel A. Newman and Emily Grijalva

Should HR redesign practices to suppress narcissism or develop humility instead? pp. 69-72

Meagan E. Brock Baskin, Jennifer G. Manegold and Ashley M. Mandeville

Leveling up: A multilevel view of leader narcissism and HR practices pp. 73-75

Daniel S. Whitman and Suzette Caleo

Oops “we” did it again: Analyzing how HR practice can go beyond leader narcissism by stimulating or suppressing collective narcissism in teams pp. 76-81

Janet C. Okoroji

Including followers in the leadership “equation” may help limit leader narcissism pp. 82-85

Ronald E. Riggio and Toby P. Newstead

Empowered followers: An antidote to leader narcissism pp. 86-89

Iris Khan

Proactive development of ethical leader identity pp. 90-93

Chia-hao Hsu and Bradley Brummel

The heavy crown, shared throne: How coleadership tempers ego and sustains leader well-being pp. 94-98

Sam Hunter, Ares Boira-Lopez and d’Amato, Alexis

Confidence is good: Will reducing narcissism increase leader impostorism? pp. 99-103

Satoris S. Howes

Feedback of flattery: How AI may worsen narcissism in leadership training pp. 104-107

Cody B. Cox and Aaron J. Tay

Higher education, lower ego: Reframing the classroom mindset to minimize leader narcissism pp. 108-113

Julie V. Dinh, Christina N. Lacerenza, Jennifer M. Miles and Matthew P. Crayne

Reinventing the “we”? Collectivistic leadership and human resource practices pp. 114-117

Hannes Zacher

The role of developmental reviewing and the pursuit of good science pp. 118-121

Felipe A. Guzman, Carrie A. Bulger and Adam J. Vanhove

The Role of Developmental Reviewing and the Pursuit of Good Science – ERRATUM pp. 122-122

Felipe A. Guzman, Carrie A. Bulger and Adam J. Vanhove