A significant question in management research is, "What criteria should be used to evaluate the effects of leadership?" In this review, the authors systematically summarize various ways the field of leadership has (and has not) sought to answer questions about whether, when, and how leadership affects outcomes. A total of 1,161 empirical studies over 25 years, spanning micro- and macro-oriented perspectives, were content coded to answer six basic questions that set the scope of leadership science. The authors first descriptively summarize these criterion issues in the empirical literature and draw comparisons across areas (e.g., To what extent have leader-member exchange, transformational, and strategic leadership research differentially examined various outcomes?). Second, the authors explore the implications of criterion selection issues for the further advancement of leadership theory and offer concrete recommendations for future leadership research.

This paper empirically examines the convergent, discriminant, and predictive validity of three team mental model measurement approaches. Specifically, this study measures the similarity (MM-similarity) and quality (MM-quality) facets of team strategy-focused mental models using structural networks, priority rankings, and importance ratings. The convergent and divergent relationships among the three mental model metrics are then examined via a multi-facet multi-method matrix. Finally, the relative utility of each metric for understanding the relationships between team mental models, team adaptability, and decision effectiveness are compared. The study was conducted in a laboratory setting, modeling 56 four-person decision-making teams. Results indicate little convergent and extensive discriminant validity across the three mental model metrics. In addition, only mental models measured using the structural networks metric were found to have predictive validity in relation to team adaptation and performance. The quality and similarity of team structural networks were found to have interactive effects in relation to adaptation such that mental model quality was most strongly related to adaptation for teams with low mental model similarity and unrelated to adaptation for teams with high similarity. In turn, adaptation was critical for team decision effectiveness.

Drawing on research regarding the utility of coworker support in mitigating work/family conflict, the authors developed a scale to measure Coworker-enacted Informal Work Accommodations to Family (C-IWAF). C-IWAF differs from coworker support in that it describes actual behaviors coworkers engage in to help one another deal with incompatible work and family demands. Results based on a sample of 390 working caregivers provide support for the independence of C-IWAF from other forms of coworker support. Analyses of the factor structure obtained for this instrument indicate that C-IWAF is composed of six unique factors: child care assistance, facilitating telework, continuing work modification, short-term work modification, helping behavior, and deviating behavior. Implications of these results for research and practice are discussed.