In Search of Humble Leaders

The significance of moderation and balance across various domains has been sanctioned for millennia and deviations from midpoints of virtues, traits, qualities, and other attributes have been described as dysfunctional suggesting a nonmonotonic, U-shaped curve. Modern scholarship and lay interpretations of the virtue of humility have neglected this perspective and appear to tacitly assume that humility is an unmitigated good that leaders should develop and that more is better. Here we show, however, that what we refer to as authentic humility, is positioned at an intermediate point between negative and positive views of the self and that deviations from this center adversely impact well-being and offer a nonlinear, inverted U-shaped curve. Such an interpretation reconciles views of humility as a weakness or strength and demonstrates its positive impact on self, followers, and organizational well-being. We conclude by suggesting that humility has costs for leaders and therefore not an unmitigated good.&nbsp

Sweat the Small Stuff, How Small Incidents of Negative Workplace Behavior Lead to Larger Misconduct

Small losses, measurable incremental negative workplace behaviors that do not align with organizational and societal norms often trigger a dynamic, magnifying process that produces greater undesirable outcomes, which once started, can often result in a downward spiral. Quickly addressing small problems can prevent minor misconduct and wrongdoing from escalating into greater difficulties later that can appear unstoppable. Failure to tackle the small issues and big problems will often follow. Managers should celebrate small victories or wins but also need to address small losses. Just as small wins can result in significant organizational gains, small losses can result in business losses

Prevalence of Age-Related Macular Degeneration in Europe: The Past and the Future

Purpose Age-related macular degeneration (AMD) is a frequent, complex disorder in elderly of European ancestry. Risk profiles and treatment options have changed considerably over the years, which may have affected disease prevalence and outcome. We determined the prevalence of early and late AMD in Europe from 1990 to 2013 using the European Eye Epidemiology (E3) consortium, and made projections for the future. Design Meta-analysis of prevalence data. Participants A total of 42 080 individuals 40 years of age and older participating in 14 population-based cohorts from 10 countries in Europe. Methods AMD was diagnosed based on fundus photographs using the Rotterdam Classification. Prevalence of early and late AMD was calculated using random-effects meta-analysis stratified for age, birth cohort, gender, geographic region, and time period of the study. Best-corrected visual acuity (BCVA) was compared between late AMD subtypes; geographic atrophy (GA) and choroidal neovascularization (CNV). Main Outcome Measures Prevalence of early and late AMD, BCVA, and number of AMD cases. Results Prevalence of early AMD increased from 3.5% (95% confidence interval [CI] 2.1%–5.0%) in those aged 55–59 years to 17.6% (95%

Work, Non-Work Boundaries and the Right to Disconnect

Work-life conflict involves the competing demands of work and nonwork activities that often trigger feelings of stress and anxiety that can endanger individuals’ professional and personal lives. As a result, organizations and nations have been encouraged to create more employee-friendly job arrangements in terms of where, when, and how individuals work. Providing employees greater choice and flexible work boundaries, however, often turns into work without boundaries creating problematic consequences for both firms and workers. This “always on” culture has been made possible by several factors most importantly by enhanced communication technology involving connectivity and immediacy that enable employees to communicate anytime and from anywhere. While organizations are addressing this imbalance and attempting to mitigate the often-negative effects of such professional-personal conflict, politicians have initiated legislation that attempts to switch off the 24-7-365 availability mindset by considering and sometimes adopting “right to disconnect laws.