1. J. Diamond, “The Art of Pitching Free Agents,” Wall Street Journal, March 2, 2018, p. A16.

2. “Survey on the Total Financial Impact of Employee Absences,” Medical Benefits, November 30, 2010, p. 9; and K. M. Kroll, “Absence-Minded,” CFO Human Capital, 2006, pp. 12–14.

3. D. W. Organ, Organizational Citizenship Behavior: The Good Soldier Syndrome (Lexington, MA: Lexington Books, 1988), p. 4. See also J. L. Lavell, D. E. Rupp, and J. Brockner, “Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model,” Journal of Management, December 2007, pp. 841–66; and J. A. LePine, A. Erez, and D. E. Johnson, “The Nature and Dimensionality of Organizational Citizenship Behavior: A Critical Review and Meta-Analysis,” Journal of Applied Psychology, February 2002, pp. 52–65.

4. J. R. Spence, D. L. Ferris, D. J. Brown, and D. Heller, “Understanding Daily Citizenship Behaviors: A Social Comparison Approach,” Journal of Organizational Behavior, May 2011, pp. 547–71; L. M. Little, D. L. Nelson, J. C. Wallace, and P. D. Johnson, “Integrating Attachment Style, Vigor at Work, and Extra-Role Performance,” Journal of Organizational Behavior, April 2011, pp. 464–84; N. P. Podsakoff, P. M. Podsakoff, S. W. Whiting, and P. Mishra, “Effects of Organizational Citizenship Behavior on Selection Decisions in Employment Interviews,” Journal of Applied Psychology, March 2011, pp. 310–26; T. M. Glomb, D. P. Bhave, A. G. Miner, and M. Wall, “Doing Good, Feeling Good: Examining the Role of Organizational Citizenship Behaviors in Changing Mood,” Personnel Psychology, Spring 2011, pp. 191–223; T. P. Munyon, W. A. Hochwarter, P. L. Perrewé, and G. R. Ferris, “Optimism and the Nonlinear Citizenship Behavior—Job Satisfaction Relationship in Three Studies,” Journal of Management, November 2010, pp. 1505–28; R. Ilies, B. A. Scott, and T. A. Judge, “The Interactive Effects of Personal Traits and Experienced States on Intraindividual Patterns of Citizenship Behavior,” Academy of Management Journal, June 2006, pp. 561–75; P. Cardona, B. S. Lawrence, and P. M. Bentler, “The Influence of Social and Work Exchange Relationships on Organizational Citizenship Behavior,” Group & Organization Management, April 2004, pp. 219–47; M. C. Bolino and W. H. Turnley, “Going the Extra Mile: Cultivating and Managing Employee Citizenship Behavior,” Academy of Management Executive, August 2003, pp. 60–73; M. C. Bolino, W. H. Turnley, and J. J. Bloodgood, “Citizenship Behavior and the Creation of Social Capital in Organizations,” Academy of Management Review, October 2002, pp. 505–22; and P. M. Podsakoff, S. B. MacKenzie, J. B. Paine, and D. G. Bachrach, “Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research,” Journal of Management 26, no. 3 (2000), pp. 543–48.

5. M. C. Bolino and W. H. Turnley, “The Personal Costs of Citizenship Behavior: The Relationship between Individual Initiative and Role Overload, Job Stress, and Work-Family Conflict,” Journal of Applied Psychology, July 2005, pp. 740–48.

6. This definition adapted from R. W. Griffin and Y. P. Lopez, “Bad Behavior in Organizations: A Review and Typology for Future Research,” Journal of Management, December 2005, pp. 988–1005.

7. S. J. Becker, “Empirical Validation of Affect, Behavior, and Cognition as Distinct Components of Behavior,” Journal of Personality and Social Psychology, May 1984, pp. 1191–1205.

8. K. Gee and S. Nassauer, “At Adobe, a Satisfied Workforce,” Wall Street Journal, December 6, 2017, p. R3.

9. S. P. Robbins and T. A. Judge, Essentials of Organizational Behavior, 11th ed. (Upper Saddle River, NJ: Prentice Hall, 2010).

10. M. S. Christian, A. S. Garza, and J. E. Slaughter, “Work Engagement: A Quantitative Review and Test of Its Relations with Task and Contextual Performance,” Personnel Psychology, Spring 2011, pp. 89–136; V. T. Ho, S-S Wong, and C. H. Lee, “A Tale of Passion: Linking Job Passion and Cognitive Engagement to Employee Work Performance,” Journal of Management Studies, January 2011, pp. 26–47; D. R. May, R. L. Gilson, and L. M. Harter, “The Psychological Conditions of Meaningfulness, Safety and Availability and the Engagement of the Human Spirit at Work,” Journal of Occupational and Organizational Psychology, March 2004, pp. 11–37; R. T. Keller, “Job Involvement and Organizational Commitment as Longitudinal Predictors of Job Performance: A Study of Scientists and Engineers,” Journal of Applied Psychology, August 1997, pp. 539–45; W. Kahn, “Psychological Conditions of Personal Engagement and Disengagement at Work,” Academy of Management Journal, December 1990, pp. 692–794; and P. P. Brooke Jr., D. W. Russell, and J. L. Price, “Discriminant Validation of Measures of Job Satisfaction, Job Involvement, and Organizational Commitment,” Journal of Applied Psychology, May 1988, pp. 139–45. Also, see, for example, J. Smythe, “Engaging Employees to Drive Performance,” Communication World, May–June 2008, pp. 20–22; A. B. Bakker and W. B. Schaufeli, “Positive Organizational Behavior: Engaged Employees in Flourishing Organizations,” Journal of Organizational Behavior, February 2008, pp. 147–54; U. Aggarwal, S. Datta, and S. Bhargava, “The Relationship between Human Resource Practices, Psychological Contract, and Employee Engagement—Implications for Managing Talent,” IIMB Management Review, September 2007, pp. 313–25; M. C. Christian and J. E. Slaughter, “Work Engagement: A Meta-Analytic Review and Directions for Research in an Emerging Area,” AOM Proceedings, August 2007, pp. 1–6; C. H. Thomas, “A New Measurement Scale for Employee Engagement: Scale Development, Pilot Test, and Replication,” AOM Proceedings, August 2007, pp. 1–6; A. M. Saks, “Antecedents and Consequences of Employee Engagement,” Journal of Managerial Psychology 21, no. 7 (2006), pp. 600–19; and A. Parsley, “Road Map for Employee Engagement,” Management Services, Spring 2006, pp. 10–11.

11. Mercer, IndustryWeek, April 2008, p. 24.

12. J. M. George, “The Wider Context, Costs, and Benefits of Work Engagement,” European Journal of Work & Organizational Psychology, February 2011, pp. 53–59; and “Employee Engagement Report 2011,” Blessing White Research, http://www.blessingwhite.com/eee__report.asp, January 2011, pp. 7–8.

13. A. J. Elliott and P. G. Devine, “On the Motivational Nature of Cognitive Dissonance: Dissonance as Psychological Discomfort,” Journal of Personality and Social Psychology, September 1994, pp. 382–94.

14. L. Festinger, A Theory of Cognitive Dissonance (Stanford, CA: Stanford University Press, 1957); C. Crossen, “Cognitive Dissonance Became a Milestone in 1950s Psychology,” Wall Street Journal, December 4, 2006, p. B1; and Y. “Sally” Kim, “Application of the Cognitive Dissonance Theory to the Service Industry,” Services Marketing Quarterly, April–June 2011, pp. 96–112.

15. H. C. Koh and E. H. Y. Boo, “The Link between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore,” Journal of Business Ethics, February 15, 2001, p. 309.

16. See, for example, W. D. Crano and R. Prislin, “Attitudes and Persuasion,” Annual Review of Psychology, 2006, pp. 345–74; and J. Jermias, “Cognitive Dissonance and Resistance to Change: The Influence of Commitment Confirmation and Feedback on Judgment Usefulness of Accounting Systems,” Accounting, Organizations, and Society, March 2001, p. 141.

17. Z. Wang, S. N. Singh, Y. J. Li, S. Mishra, M. Ambrose, and M. Biernat, “Effects of Employees’ Positive Affective displays on Customer Loyalty Intentions: An Emotions-As-Social-Information Perspective,” Academy of Management Journal, February 2017, pp. 109–29; P. Jaskunas, “The Tyranny of the Forced Smile,” New York Times Online, February 14, 2015; and R. E. Silverman, “Workers Really Do Put on a Happy Face for the Boss,” Wall Street Journal, January 29, 2015, p. D4.

18. T. A. Judge, C. J. Thoresen, J. E. Bono, and G. K. Patton, “The Job Satisfaction–Job Performance Relationship: A Qualitative and Quantitative Review,” Psychological Bulletin, May 2001, pp. 376–407.

19. L. Saari and T. A. Judge, “Employee Attitudes and Job Satisfaction,” Human Resource Management, Winter 2004, pp. 395–407; and T. A. Judge and A. H. Church, “Job Satisfaction: Research and Practice,” in C. L. Cooper and E. A. Locke (eds.), Industrial and Organizational Psychology: Linking Theory with Practice (Oxford, UK: Blackwell, 2000).

20. D. A. Harrison, D. A. Newman, and P. L. Roth, “How Important Are Job Attitudes?: Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences,” Academy of Management Journal, April 2006, pp. 305–25.

21. G. Chen, R. E. Ployhart, H. C. Thomas, N. Anderson, and P. D. Bliese, “The Power of Momentum: A New Model of Dynamic Relationships between Job Satisfaction Change and Turnover Intentions,” Academy of Management Journal, February 2011, pp. 159–81.

22. I. Arnsdorf, “No More New Kid on Campus,” Wall Street Journal, August 5, 2010, pp. D1+.

23. “Personality Is More Important Than Hard Skills, Managers Say,” T&D, July 2014, p. 19.

24. L. Evans, “Do You Have the Right Personality to Work from Home?” http://www.fastcompany.com/3046450/how-to-be-a-success-at-everything/do-you-have-the-right-personality-to-work-from-home, May 26, 2015.

25. CPP Inc., Myers-Briggs Type Indicator^® (MBTI^®), http://www.cpp.com/products/mbti/index.asp (2011); and J. Llorens, “Taking Inventory of Myers-Briggs,” T&D, April 2010, pp. 18–19.

26. Ibid.

27. See, for instance, J. Overbo, “Using Myers-Briggs Personality Type to Create a Culture Adapted to the New Century,” T&D, February 2010, pp. 70–72; and K. Garrety, R. Badham, V. Morrigan, W. Rifkin, and M. Zanko, “The Use of Personality Typing in Organizational Change: Discourse, Emotions, and the Reflective Subject,” Human Relations, February 2003, pp. 211–35.

28. P. Moran, “Personality Characteristics and Growth-Orientation of the Small Business Owner Manager,” Journal of Managerial Psychology, July 2000, p. 651; and M. Higgs, “Is There a Relationship between the Myers-Briggs Type Indicator and Emotional Intelligence?” Journal of Managerial Psychology, September–October 2001, pp. 488–513.

29. J. M. Digman, “Personality Structure: Emergence of the Five Factor Model,” in M. R. Rosenweig and L. W. Porter (eds.), Annual Review of Psychology, vol. 41 (Palo Alto, CA: Annual Reviews, 1990), pp. 417–40; O. P. John, “The Big Five Factor Taxonomy: Dimensions of Personality in the Natural Language and in Questionnaires,” in L. A. Pervin (ed.), Handbook of Personality Theory and Research (New York: Guilford Press, 1990), pp. 66–100; and M. K. Mount, M. R. Barrick, and J. P. Strauss, “Validity of Observer Ratings of the Big Five Personality Factors,” Journal of Applied Psychology, April 1996, pp. 272–80.

30. See, for example, T. W. Yiu and H. K. Lee, “How Do Personality Traits Affect Construction Dispute Negotiation: Study of Big Five Personality Model,” Journal of Construction Engineering & Management, March 2011, pp. 169–78; H. J. Kell, A. D. Rittmayer, A. E. Crook, and S. J. Motowidlo, “Situational Content Moderates the Association between the Big Five Personality Traits and Behavioral Effectiveness,” Human Performance, February 2010, pp. 213–28; R. D. Meyer, R. S. Dalal, and S. Bonaccio, “A Meta-Analytic Investigation into the Moderating Effects of Situational Strength on the Conscientiousness–Performance Relationship,” Journal of Organizational Behavior, November 2009, pp. 1077–102; G. Vittorio, C. Barbaranelli, and G. Guido, “Brand Personality: How to Make the Metaphor Fit,” Journal of Economic Psychology, June 2001, p. 377; G. M. Hurtz and J. J. Donovan, “Personality and Job Performance: The Big Five Revisited,” Journal of Applied Psychology, December 2000, p. 869; W. A. Hochwarter, L. A. Witt, and K. M. Kacmar, “Perceptions of Organizational Politics as a Moderator of the Relationship between Conscientiousness and Job Performance,” Journal of Applied Psychology, June 2000, p. 472; and M. R. Barrick and M. K. Mount, “The Big Five Personality Dimensions and Job Performance: A Meta-Analytic Study,” Personnel Psychology 44 (1991), pp. 1–26.

31. M. R. Barrick and M. K. Mount, “Autonomy as a Moderator of the Relationship between the Big Five Personality Dimensions and Job Performance,” Journal of Applied Psychology, February 1993, pp. 111–118.

32. See also M. R. Furtner and J. F. Rauthmann, “Relations between Self-Leadership and Scores on the Big Five,” Psychological Reports, October 2010, pp. 339–53; R. Barrick, M. Piotrowski, and G. L. Stewart, “Personality and Job Performance: Test of the Mediating Effects of Motivation Among Sales Representatives,” Journal of Applied Psychology, February 2002, pp. 43–52; and I. T. Robertson, H. Baron, P. Gibbons, R. Maclver, and G. Nyfield, “Conscientiousness and Managerial Performance,” Journal of Occupational and Organizational Psychology, June 2000, pp. 171–78.

33. See, for example, J. L. Kisamore, I. M. Jawahar, E. W. Liguori, T. L. Mharapara, and T. H. Stone, “Conflict and Abusive Workplace Behaviors: The Moderating Effects of Social Competencies,” Career Development International, October 2010, pp. 583–600; P. S. Mishra and A. K. Das Mohapatra, “Relevance of Emotional Intelligence for Effective Job Performance: An Empirical Study,” Vikalpa: The Journal for Decision Makers, January–March 2010, pp. 53–61; T-Y. Kim, D. M. Cable, S-P. Kim, and J. Wang, “Emotional Competence and Work Performance: The Mediating Effect of Proactivity and the Moderating Effect of Job Autonomy,” Journal of Organizational Behavior, October 2009, pp. 983–1000; J. M. Diefendorff and G. J. Greguras, “Contextualizing Emotional Display Rules: Examining the Roles of Targets and Discrete Emotions in Shaping Display Rule Perceptions,” Journal of Management, August 2009, pp. 880–98; J. Gooty, M. Gavin, and N. M. Ashkanasy, “Emotions Research in OB: The Challenges That Lie Ahead,” Journal of Organizational Behavior, August 2009, pp. 833–38; N. M. Ashkanasy and C. S. Daus, “Emotion in the Workplace: The New Challenge for Managers,” Academy of Management Executive, February 2002, pp. 76–86; N. M. Ashkanasy, C. E. J. Hartel, and C. S. Daus, “Diversity and Emotions: The New Frontiers in Organizational Behavior Research,” Journal of Management 28, no. 3 (2002), pp. 307–38; S. Fox, “Promoting Emotional Intelligence in Organizations: Make Training in Emotional Intelligence Effective,” Personnel Psychology, Spring 2002, pp. 236–40; B. E. Ashforth, “The Handbook of Emotional Intelligence: Theory, Development, Assessment, and Application at Home, School, and in the Work Place: A Review,” Personnel Psychology, Autumn 2001, pp. 721–24; and R. Bar-On and J. D. A. Parker, The Handbook of Emotional Intelligence: Theory, Development, Assessment, and Application at Home, School, and in the Work Place (San Francisco, CA: Jossey-Bass, 2000).

34. See, for instance, C. S. P. Fernandez, “Emotional Intelligence in the Workplace,” Journal of Public Health Management and Practice, February 2007, pp. 80–82.

35. R. Pearman, “The Leading Edge: Using Emotional Intelligence to Enhance Performance,” T&D, March 2011, pp. 68–71; C. Prentice and B. King, “The Influence of Emotional Intelligence on the Service Performance of Casino Frontline Employees,” Tourism & Hospitality Research, January 2011, pp. 49–66; E. H. O’Boyle Jr., R. H. Humphrey, J. M. Pollack, T. H. Hawver, and P. A. Story, “The Relation between Emotional Intelligence and Job Performance: A Meta-Analysis,” Journal of Organizational Behavior Online, www.interscience.wiley.com, June 2010; and P. J. Jordan, N. M. Ashkanasy, and C. E. J. Hartel, “Emotional Intelligence as a Moderator of Emotional and Behavioral Reactions to Job Insecurity,” Academy of Management Review, July 2002, pp. 361–72.

36. C. Cherniss and R. D. Caplan, “A Case Study of Implementing Emotional Intelligence Programs in Organizations,” Journal of Organizational Excellence, Winter 2001, pp. 763–86; and S. B. Vanessa-Urch and W. Deuskat, “Building the Emotional Intelligence of Groups,” Harvard Business Review, March 2001, pp. 81–91.

37. “Can’t We All Just Get Along,” BusinessWeek, October 9, 2000, p. 18.

38. C. Moller and S. Powell, “Emotional Intelligence and the Challenges of Quality Management,” Leadership and Organizational Development Journal, July–August 2001, pp. 341–45.

39. See L. A. Downey, V. Papageorgiou, and C. Stough, “Examining the Relationship between Leadership, Emotional Intelligence, and Intuition in Female Managers,” Leadership & Organization Development Journal, April 2006, pp. 250–64.

40. See, for instance, J. Silvester, F. M. Anderson-Gough, N. R. Anderson, and A. R. Mohamed, “Locus of Control, Attributions and Impression Management in the Selection Interview,” Journal of Occupational and Organizational Psychology, March 2002, pp. 59–77; D. W. Organ and C. N. Greene, “Role Ambiguity, Locus of Control, and Work Satisfaction,” Journal of Applied Psychology, February 1974, pp. 101–02; and T. R. Mitchell, C. M. Smyser, and S. E. Weed, “Locus of Control: Supervision and Work Satisfaction,” Academy of Management Journal, September 1975, pp. 623–31.

41. I. Zettler, N. Friedrich, and B. E. Hilbig, “Dissecting Work Commitment: The Role of Machiavellianism,” Career Development International, February 2011, pp. 20–35; S. R. Kessler, A. C. Bandelli, P. E. Spector, W. C. Borman, C. E. Nelson, and L. M. Penney, “Re-Examining Machiavelli: A Three-Dimensional Model of Machiavellianism in the Workplace,” Journal of Applied Social Psychology, August 2010, pp. 1868–96; W. Amelia, “Anatomy of a Classic: Machiavelli’s Daring Gift,” Wall Street Journal, August 30–31, 2008, p. W10; S. A. Snook, “Love and Fear and the Modern Boss,” Harvard Business Review, January 2008, pp. 16–17; and R. G. Vleeming, “Machiavellianism: A Preliminary Review,” Psychology Reports, February 1979, pp. 295–310.

42. P. Harris, “Machiavelli and the Global Compass: Ends and Means in Ethics and Leadership,” Journal of Business Ethics, (June 2010, pp. 131–38; and P. Van Kenhove, I. Vermeir, and S. Verniers, “An Empirical Investigation of the Relationship between Ethical Beliefs, Ethical Ideology, Political Preference and Need for Closure,” Journal of Business Ethics, August 15, 2001, p. 347.

43. Based on J. Brockner, Self-Esteem at Work: Research, Theory, and Practice (Lexington, MA: Lexington Books, 1988), chs. 1–4.

44. See, for instance, R. Vermunt, D. van Knippenberg, B. van Knippenberg, and E. Blaauw, “Self-Esteem and Outcome Fairness: Differential Importance of Procedural and Outcome Considerations,” Journal of Applied Psychology, August 2001, p. 621; T. A. Judge and J. E. Bono, “Relationship of Core Self-Evaluation Traits—Self-Esteem, Generalized Self Efficacy, Locus of Control, and Emotional Stability—With Job Satisfaction and Job Performance,” Journal of Applied Psychology, February 2001, p. 80; and D. B. Fedor, J. M. Maslyn, W. D. Davis, and K. Mathieson, “Performance Improvement Efforts in Response to Negative Feedback: The Roles of Source Power and Recipient Self-Esteem,” Journal of Management, January–February 2001, pp. 79–97.

45. M. Snyder, Public Appearances, Private Realities: The Psychology of Self-Monitoring (New York: W. H. Freeman, 1987).

46. See, for example, D. U. Bryant, M. Mitcham, A. R. Araiza, and W. M. Leung, “The Interaction of Self-Monitoring and Organizational Position on Perceived Effort,” Journal of Managerial Psychology 26, no. 2 (2011), pp. 138–54; B. B. Vilela and J. A. V. González, “Salespersons’ Self-Monitoring: Direct, Indirect, and Moderating Effects on Salespersons’ Organizational Citizenship Behavior,” Psychology & Marketing, January 2010, pp. 71–89; and P. M. Fandt, “Managing Impressions with Information: A Field Study of Organizational Realities,” Journal of Applied Behavioral Science, June 2001, pp. 180–205.

47. Ibid.

48. R. N. Taylor and M. D. Dunnette, “Influence of Dogmatism, Risk Taking Propensity, and Intelligence on Decision Making Strategies for a Sample of Industrial Managers,” Journal of Applied Psychology, August 1974, pp. 420–23.

49. I. L. Janis and L. Mann, Decision Making: A Psychological Analysis of Conflict, Choice, and Commitment (New York: Free Press, 1977).

50. See, for instance, C. P. Cross, L. T. Copping, and A. Campbell, “Sex Differences in Impulsivity: A Meta-Analysis,” Psychological Bulletin, January 2011, pp. 97–130; A. A. Schooler, K. Fujita, X. Zou, and S. J. Stroessner, “When Risk Seeking Becomes a Motivational Necessity,” Journal of Personality and Social Psychology, August 2010, pp. 215–31; A. Chatterjee and D. C. Hambrick, “Executive Personality, Capability Cues, and Risk-Taking: How Narcissistic CEOs React to Their Successes and Stumbles,” Academy of Management Proceedings, www.aomonline.org, 2010; E. Soane, C. Dewberry, and S. Narendran, “The Role of Perceived Costs and Perceived Benefits in the Relationship between Personality and Risk-Related Choices,” Journal of Risk Research, April 2010, pp. 303–18; and N. Kogan and M. A. Wallach, “Group Risk Taking as a Function of Members’ Anxiety and Defensiveness,” Journal of Personality, March 1967, pp. 50–63.

51. H. Zhao, S. E. Seibert, and G. T. Lumpkin, “The Relationship of Personality to Entrepreneurial Intentions and Performance: A Meta-Analytic Review,” Journal of Management, March 2010, pp. 381–404; and K. Hyrshy, “Entrepreneurial Metaphors and Concepts: An Exploratory Study,” Journal of Managerial Psychology, July 2000, pp. 653; and B. McCarthy, “The Cult of Risk Taking and Social Learning: A Study of Irish Entrepreneurs,” Management Decision, August 2000, pp. 563–75.

52. M. Goldman, “A Journey into Personality Self-Discovery, Vol. 2,” Bloomberg BusinessWeek Online, March 22, 2011; M. Goldman, “A Journey into Personality Self-Discovery, Vol. 1,” Bloomberg BusinessWeek Online, February 15, 2011; and P. Korkki, “The True Calling That Wasn’t,” New York Times Online, July 16, 2010.

53. J. L. Holland, Making Vocational Choices: A Theory of Vocational Personalities and Work Environments (Odessa, FL: Psychological Assessment Resources, 1997).

54. S. Bates, “Personality Counts: Psychological Tests Can Help Peg the Job Applicants Best Suited for Certain Jobs,” HR Magazine, February 2002, pp. 28–38; and K. J. Jansen and A. K. Brown, “Toward a Multi-Level Theory of Person Environment Fit,” Academy of Management Proceedings from the Fifty-Eighth Annual Meeting of the Academy of Management, San Diego, CA (August 7–12, 1998), HR: FR1–FR8.

55. See, for instance, G. W. M. Ip and M. H. Bond, “Culture, Values, and the Spontaneous Self-Concept,” Asian Journal of Psychology 1 (1995), pp. 30–36; J. E. Williams, J. L. Saiz, D. L. FormyDuval, M. L. Munick, E. E. Fogle, A. Adom, A. Haque, F. Neto, and J. Yu, “Cross-Cultural Variation in the Importance of Psychological Characteristics: A Seven-Year Country Study,” International Journal of Psychology, October 1995, pp. 529–50; V. Benet and N. G. Walker, “The Big Seven Factor Model of Personality Description: Evidence for Its Cross-Cultural Generalizability in a Spanish Sample,” Journal of Personality and Social Psychology, October 1995, pp. 701–18; R. R. McCrae and P. To. Costa Jr., “Personality Trait Structure as a Human Universal,” American Psychologist, 1997, pp. 509–16; and M. J. Schmit, J. A. Kihm, and C. Robie, “Development of a Global Measure of Personality,” Personnel Psychology, Spring 2000, pp. 153–93.

56. J. F. Salgado, “The Five Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology, February 1997, pp. 30–43. Note: This study covered the 15-nation European community and did not include the 10 countries that joined in 2004.

57. G. Kranz, “Organizations Look to Get Personal in ’07,” Workforce Management, www.workforce.com, June 19, 2007.

58. A. O’Connell, “Smile, Don’t Bark in Tough Times,” Harvard Business Review, November 2009, p. 27; and G. A. Van Kleef et al., “Searing Sentiment or Cold Calculation? The Effects of Leader Emotional Displays on Team Performance Depend on Follower Epistemic Motivation,” Academy of Management Journal, June 2009, pp. 562–80.

59. Reprinted by permission from Land Rover North America LLC.

60. H. H. Kelley, “Attribution in Social Interaction,” in E. Jones et al. (eds.), Behavior (Morristown, NJ: General Learning Press, 1972).

61. G. Miller and T. Lawson, “The Effect of an Informational Option on the Fundamental Attribution Error,” Personality and Social Psychology Bulletin, June 1989, pp. 194–204. See also G. Charness and E. Haruvy, “Self-Serving Bias: Evidence from a Simulated Labour Relationship,” Journal of Managerial Psychology, July 2000, pp. 655; and T. J. Elkins, J. S. Phillips, and R. Konopaske, “Gender-Related Biases in Evaluations of Sex Discrimination Allegations: Is Perceived Threat a Key?” Journal of Applied Psychology, April 2002, pp. 280–93.

62. S. T. Fiske, “Social Cognition and Social Perception,” Annual Review of Psychology, 1993, pp. 155–94; G. N. Powell and Y. Kido, “Managerial Stereotypes in a Global Economy: A Comparative Study of Japanese and American Business Students’ Perspectives,” Psychological Reports, February 1994, pp. 219–26; and J. L. Hilton and W. von Hippel, “Stereotypes,” in J. T. Spence, J. M. Darley, and D. J. Foss (eds.), Annual Review of Psychology, vol. 47 (Palo Alto, CA: Annual Reviews Inc., 1996), pp. 237–71.

63. A. Bandura, Social Learning Theory (Upper Saddle River, NJ: Prentice Hall, 1977).

64. For an interesting article on the subject, see D. Nitsch, M. Baetz, and J. C. Hughes, “Why Code of Conduct Violations Go Unreported: A Conceptual Framework to Guide Intervention and Future Research,” Journal of Business Ethics, April 2005, pp. 327–41.

65. B. F. Skinner, Contingencies of Reinforcement (East Norwalk, CT: Appleton-Century-Crofts, 1971).

66. C. M. Pearson and C. L. Porath, “On the Nature, Consequences, and Remedies of Workplace Incivility: No Time for Nice? Think Again,” Academy of Management Executive, February 2005, pp. 7–18.

67. J. Robison, “Be Nice: It’s Good for Business,” Gallup Brain, http://brain.gallup.com, August 12, 2004.

68. “There’s A Good Chance Your Coworkers Hate You,” Fast Company Online, August 4, 2017.

69. M. Sandy Hershcovis and J. Barling, “Towards a Multi-Foci Approach to Workplace Aggression: A Meta-Analytic Review of Outcomes from Different Perpetrators,” Journal of Organizational Behavior, January 2010, pp. 24–44; R. E. Kidwell and S. R. Valentine, “Positive Group Context, Work Attitudes, and Organizational Behavior: The Case of Withholding Job Effort,” Journal of Business Ethics, April 2009, pp. 15–28; P. Bordia and S. L. D. Resubog, “When Employees Strike Back: Investigating Mediating Mechanisms between Psychological Contract Breach and Workplace Deviance,” Journal of Applied Psychology, September 2008, pp. 1104–17; and Y. Vardi and E. Weitz, Misbehavior in Organizations (Mahwah, NJ: Lawrence Erlbaum Associates, 2004), pp. 246–47.

70. Based on V. P. Richmond, J. C. McCroskey, and S. K. Payne, Nonverbal Behavior in Interpersonal Relations, 2nd ed. (Englewood Cliffs, NJ: Prentice Hall, 1991), pp. 117–38; R. Bar-On, The Emotional Intelligence Inventory (EQ-I): Technical Manual (Toronto: Multi-Health Systems, 1997); L. A. King, “Ambivalence over Emotional Expression and Reading Emotions in Situations and Faces,” Journal of Personality and Social Psychology, March 1998, pp. 753–62; and M. Lewis, J. M. Haviland-Jones, and L. F. Barrett (eds.), Handbook of Emotions, 3rd ed. (New York: Guilford Press, 2011).

71. V. Giang, “Inside Google’s Insanely Popular Emotional Intelligence Course,” http://www.fastcompany.com/3044157/the-future-of-work/inside-googles-insanely-popular-emotional-intelligence-course, March 25, 2015; D. Baer, “Here’s What Google Teaches Employees in Its ‘Search Inside Yourself’ Course,” http://www.businessinsider.com/search-inside-yourself-googles-life-changing-mindfulness-course-2014-8, August 5, 2014; G. Gregoire, “Google’s ‘Jolly Good Fellow’ on the Power of Emotional Intelligence,” http://www.huffingtonpost.com/2013/09/29/googles-jolly-good-fellow_n_3975944.html, September 29, 2013; and N. Shachtman, “In Silicon Valley, Meditation Is No Fad. It Could Make Your Career,” http://www.wired.com/2013/06/meditation-mindfulness-silicon-valley/, June 18, 2013.

72. O. Raymond, “Richard Branson: Companies Should Put Empl oyees First,” Inc. Magazine Online, October 28, 2014; C. Gallo, “How Southwest and Virgin American Win by Putting People Before Profit,” Forbes Online, September 10, 2016; M. Fling and E. Vinberg Hearn, “6 Companies That Get Employee Engagement and What They Do Right,” Chartered Management Institute, www.managers.org.uk, December 11, 2015; and O. Thomas, “Why Virgin Media Prioritises Employee Engagement,” Workplace Savings and Benefits Online, April 15, 2015.

73. Gee and Nassauer, 2017.

74. D. Morris, “Death to the Performance Review: How Adobe Reinvented Performance Management and Transformed Its Business,” WorldAtWork, www.worldatwork.org, 2016.