As the nature of work and the workplace continue to change, leaders need to become adept at changing how they lead. In this chapter, we describe four broad leader behavior categories (task-oriented, relations-oriented, change-oriented, and external behaviors), their specific component behaviors, and evidence for the importance of these behaviors. We also describe several major changes facing leaders in the coming years, including demographic changes in the workforce, technological changes, changes in occupations and work tasks, and global and strategic changes. Then we provide suggestions for how leaders should flexibly use the different types of behaviors to reflect these changes and the leadership situation. Finally, we offer some suggestions for future research that would make theoretical and methodological contributions to the leadership literature.

The changing nature of work and workers is a topic that has excited substantial interest and discussion across academic disciplines, organizations, and the popular press. To the degree that statements and proposals "due to the changing nature of work/workers" are supported and, therefore, the nature of work/workers has changed, then the approaches commonly used by organizations for attracting, retaining, and rewarding talent must also change in order to maintain a competitive advantage. Similarly, to the extent that work has changed, workers will need to adapt to a workplace that requires different skills, is differently organized, and where the assumptions of the past may no longer hold. This chapter introduces the topic of the changing nature of work and workers, describes common methods used to analyze change, offers a conceptual model of the changing nature of work, and summarizes the major themes covered in this handbook.

Destructive earthquakes occur frequently and affect the economic, social, medical, and psychological wellbeing of large numbers of people. Worldwide there are 1 00 000 (Beinin, 1985) to 1 000 000 earthquakes per year (Nichols, 1974); 5 000 000 per year if microearthquakes and tremors are included (Nichols, 1974). Most of these earthquakes go unnoticed, too small to even detect.

Although most earthquakes are harmless to man, either because they are too weak to damage property, or because they occur in nonpopulated areas, many cause considerable destruction, injury, and death (see Table 6.1).

Some of the most destructive earthquakes have occurred in China (Jackson, 1981; Sood, Stockdale & Rogers, 1987). Confirmation of specific details is often difficult to obtain. In China, in 1976, an earthquake reportedly killed 800 000 people (Sood et al. 1987). The amount of destruction was difficult to verify at the time because the information released by the Chinese government was quite limited. Another extremely serious earthquake, but also difficult to verify, occurred in AD 526 in Antioch; 260 000 died (Miln, 1890). The number of deaths that are caused by an earthquake may be very high, but even more people may be physically injured. The February 4, 1976 earthquake in Guatemala, caused 24 340 deaths, but 90 000 people were injured (Beinin, 1985). Acute and chronic psychological distress are characteristic of earthquakes (Leivesley, 1984). This chapter will discuss the psychological impact of earthquakes.