Cort W. Rudolph is an Associate Professor of Industrial & Organizational Psychology at Saint Louis University. He received a B.A. from DePaul University, and a M.A. and Ph.D. from Wayne State University. Cort’s research focuses on a variety of issues related to the aging workforce, including applications of lifespan development theories, wellbeing and work-longevity, and ageism/generationalism. He is an associate editor of the Journal of Vocational Behavior, and serves on the editorial review boards of the Journal of Managerial Psychology and the Journal of Occupational and Organizational Psychology.
Ph.D. in Industrial & Organizational Psychology, 2011
Wayne State University
M.A. in Industrial & Organizational Psychology, 2010
Wayne State University
B.A. in Industrial & Organizational Psychology, 2006
In this manuscript, we systematically reviewed and synthesized the entire corpus of meta-analytic articles that have ever been published in the Journal of Vocational Behavior (JVB). The two overarching research questions that guided our review are, “How are meta-analyses published in JVB ‘done’?,” and “Do meta-analyses published in JVB conform to ‘best practices’?”
Grounded in lifespan development theories that posit a positive influence of aging on emotion regulation, we examine how chronological age and political skill (i.e., a work-related interpersonal competency that functions as an emotion-relevant resource) jointly moderate the relationships between within-person levels of empathy and the use of emotional labor strategies across a workweek.
The proper estimation of age, period, and cohort (APC) effects is a pervasive concern for thestudy of a variety of psychological and social phenomena, inside and outside of organizations.
Over the past decade, several models of “healthy leadership” have been introduced, with the aim of theoretically integrating leadership research with scholarship on occupational health and wellbeing. We present a systematic review and critique of the literature on these models of “healthy leadership” and associated evidence from empirical studies (k = 35).
Thriving at work refers to a positive psychological state characterized by a joint sense of vitality and learning.