We conducted a quantitative and a qualitative study to assess the extent to which industrial and organizational (I–O) psychology has moved to business schools, understand the nature of this move, and offer a balanced discussion of positive and negative consequences of this phenomenon. In quantitative Study 1, we provide evidence that I–O psychologists affiliated with business schools currently constitute a majority of editorial board members and authors of articles published in Journal of Applied Psychology and Personnel Psychology but that I–O psychology, as a field, is growing. These results suggest that it is not the field of I–O psychology but some of the most active and influential I–O psychology researchers who are moving to business schools. In qualitative Study 2, we gathered perspectives from 144 SIOP Fellows and 27 SIOP presidents suggesting different views on Study 1's results ranging from very negative (i.e., “brain drain”) to very positive (i.e., “eye opener”) depending on the affiliation of the respondent. On the basis of these results, we offer 10 admittedly provocative predictions to stimulate follow-up research and serve as a catalyst for an important conversation, as well as the development of action plans, regarding the future of I–O psychology as a field.

The results of meta-analytic (MA) and validity generalization (VG) studies continue to be impressive. In contrast to earlier findings that capped the variance accounted for in job performance at roughly 16%, many recent studies suggest that a single predictor variable can account for between 16 and 36% of the variance in some aspect of job performance. This article argues that this “enhancement” in variance accounted for is often attributable not to improvements in science but to a dumbing down of the standards for the values of statistics used in correction equations. With rare exceptions, applied researchers have suspended judgment about what is and is not an acceptable threshold for criterion reliability in their quest for higher validities. We demonstrate a statistical dysfunction that is a direct result of using low criterion reliabilities in corrections for attenuation. Corrections typically applied to a single predictor in a VG study are instead applied to multiple predictors. A multiple correlation analysis is then conducted on corrected validity coefficients. It is shown that the corrections often used in single predictor studies yield a squared multiple correlation that appears suspect. Basically, the multiple predictor study exposes the tenuous statistical foundation of using abjectly low criterion reliabilities in single predictor VG studies. Recommendations for restoring scientific integrity to the meta-analyses that permeate industrial–organizational (I–O) psychology are offered.

In this article, we provide a brief review of the current and past research on leadership perceptions and performance. We then describe four principles that have emerged from many decades of research, which can provide new directions for future leadership theory and research.

Graduate training in industrial and organizational (I–O) psychology has long prepared students with skills and knowledge that are highly valued by employers, both in practice and academe alike. Our article, based on a panel discussion, explores what aspects of graduate training are sought out by employers in multiple fields, what new I–O hires need to know, and ways we can improve professional preparation for both practice and academics. Although the current SIOP Guidelines for Education and Training are satisfactory for present market conditions, we explore areas where the Guidelines could be made more forward thinking in determining the kind of training I–O students should be receiving.