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This book reviews, summarizes, and integrates a diverse literature on the topic of retirement and provides a coherent view to better inform researchers and practitioners. Organized around three phases of the retirement process--pre-retirement, retirement decision-making, and post-retirement--the chapters examine economic, sociological, gerontological, and psychological theory and research. Topics discussed include: types of retirement, retirement planning and preparation, early retirement incentive programs, the economics of the retirement decision-making, and work after retirement, among others. Contributors include Jerome Kaplan, Kenneth Shultz, Harvey Sterns, and Linda Stroh.

Introduction and overview -- Recruiting and retaining older employees : planning, designing, implementing, and evaluating programs -- Diversity issues for an aging workforce : a lifespan intersectionality approach -- An expanded view of age bias in the workplace -- Legal issues and the aging workforce -- Employee age and performance in organizations -- Age and work attitudes -- Employee development and training issues related to the aging workplace -- Career embeddedness and career crafting among older workers -- Aging and occupational health -- Age and technology for work -- Age and work-family issues -- Retirement from three perspectives : individuals, organizations, and society -- Global issues in work, aging, and retirement

PurposeThe goal of this study was to help explain the underrepresentation of lesbian women and gay men (LG) in senior leadership positions by examining bias in the allocation of developmental opportunities (sponsorship/coaching and challenging work assignments). It further sought to test stigma-by-association as one reason for the biased allocation of developmental opportunities.Design/methodology/approachAn online experimental vignette study (N = 273) using a 2 (target gender: male vs female) by 2 (sexual orientation: LG vs heterosexual) design was conducted.FindingsLG workers were less likely to be allocated developmental opportunities than heterosexual workers overall and relative to their same-sex heterosexual counterparts. Further, lesbian women were least likely to be allocated developmental opportunities. These effects also operated indirectly via participants concerns about stigma-by-association.Originality/valueSexual orientation and gender identity minority workers remain underrepresented in senior leadership positions and oftentimes despite having better objective qualifications. Research has begun examining bias in leader selection. This study, however, directs attention to the biased allocation of developmental opportunities which make one competitive for senior leadership positions and occur prior to leader selection. In doing so, the authors provide a baseline understanding of an important reason why LG might be underrepresented in leadership positions.

PurposeThe authors incorporated leadership and gender theories with research on trust to propose a model relating interpersonal emotion management (IEM, a type of relational leadership) and task-oriented (T-O) leadership to follower adaptive performance. The authors also examine the indirect effect of IEM and T-O on adaptive performance via trust and the possible moderating role of gender on these relationships.Design/methodology/approachThe authors tested this model using a sample of 314 workers who rated their direct leaders (supervisors).FindingsOverall, results supported the model for IEM as it was directly and indirectly related (via trust) to adaptive job performance (even after controlling for transformational leadership) and these relationships were more positive for women leaders. T-O leadership was related to adaptive job performance as expected but was unrelated to trust or, via trust, to adaptive performance. Findings also suggest that women direct leaders may garner more trust and adaptive performance from followers by engaging in higher levels of IEM, while also not experiencing backlash for engaging in the more agentic T-O behaviors during a crisis.Practical implicationsDespite an emphasis on women's relational leadership during a crisis, the authors findings show organizations are best served by ambidextrous leaders who can manage the emotions and tasks of their followers and that both women and men can engage in these leadership styles without penalty.Originality/valueMuch research regarding women's leadership advantage during a crisis is based on political leaders or has been conducted in lab settings. Further, it has focused on attitudes toward the women leaders rather than their performance. Research has also not considered both IEM along with the possible backlash women may experience for engaging in T-O leadership.

Adopting M. Segal's framework, we focused on examining four military lifestyle demands—(1) risk of service member injury or death, (2) frequent relocations, (3) periodic separations, and (4) foreign residence—and their relationships to psychological and physical well-being, satisfaction with the Army, and marital satisfaction. Questionnaire results from 346 spouses living overseas indicated that the impact of separations was negatively related to all four outcomes, while foreign residence was negatively related to physical and psychological well-being, fear for soldier safety was negatively related to physical well-being, and the impact of moving was negatively related to satisfaction with the Army. The results further indicated that perceptions of moving and separations were more important in determining outcomes than were the actual number of moves or separations.