Reports an error in "Transformed by the family: An episodic, attachment theory perspective on family-work enrichment and transformational leadership" by Shawn T. McClean, Junhyok Yim, Stephen H. Courtright and Benjamin B. Dunford (Journal of Applied Psychology, 2021[Dec], Vol 106[12], 1848-1866). In the article (https://doi.org/10.1037/apl0000869), Figure 3 incorrectly graphically depicted the interaction pattern between daily family-work enrichment and attachment anxiety for Study 1. Although the slope values presented in the original figure were correct, the graphical depiction of this interaction incorrectly replicated that of Figure 2. The online version of this article has been corrected. (The following abstract of the original article appeared in record 2021-19222-001.) While transformational leadership is foundational to individual, team, and organizational success, many managers struggle to consistently exhibit the behaviors captured in transformational leadership. Unfortunately, relatively little is known about what factors explain this day-to-day variation on transformational leadership. Drawing upon and extending attachment theory, we assert that one answer is found at home: managers need daily family support to ensure that they consistently display transformational leader behaviors at work. We thus develop a model suggesting that family-work enrichment (FWE) acts as a within-person prime of promotion focus, which in turn enables supervisors to engage in transformational behaviors on a daily basis. In so doing, we explore a pair of theoretically derived boundary conditions of this effect-supervisor attachment styles. The results from two experience-sampling studies support our model. Specifically, daily FWE was positively associated with transformational leadership through daily promotion focus, with the positive effects being weaker for those higher on attachment avoidance and stronger for those higher on attachment anxiety. This article thus expands our understanding of the link between positive family experiences and leader behaviors, suggesting that while the family is a daily source of positive inspiration for supervisors, these positive results are not universal across all supervisors. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

中文翻译：

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“被家庭改造：关于家庭工作丰富和变革型领导的情景依恋理论视角。” 对 McClean 等人的更正。（2021 年）。

在 Shawn T. McClean、Junhyok Yim、Stephen H. Courtright 和 Benjamin B. Dunford（应用心理学杂志，2021 年[12 月]，第 106 卷 [12]，1848-1866）。在文章 (https://doi.org/10.1037/apl0000869) 中，图 3 错误地以图形方式描绘了研究 1 中日常家庭工作充实和依恋焦虑之间的交互模式。虽然原始图中显示的斜率值是正确的，此交互的图形描述错误地复制了图 2。本文的在线版本已更正。（以下原始文章摘要出现在记录 2021-19222-001 中。) 虽然变革型领导力是个人、团队和组织成功的基础，但许多管理者难以始终如一地展现变革型领导力所体现的行为。不幸的是，对于解释变革型领导的这种日常变化的因素知之甚少。借鉴和扩展依恋理论，我们断言在家里可以找到一个答案：管理者需要日常的家庭支持，以确保他们在工作中始终表现出变革型领导者的行为。因此，我们开发了一个模型，表明家庭工作丰富 (FWE) 是提升重点的内部主要因素，这反过来又使主管能够每天参与变革性行为。这样做时，我们探索了这种效果监督者依恋风格的一对理论上推导出的边界条件。两项经验抽样研究的结果支持我们的模型。具体来说，每日FWE通过每日提升焦点与变革型领导呈正相关，对于依恋回避较高的人来说，积极影响较弱，而对于依恋焦虑较高的人来说，积极影响较强。因此，本文扩展了我们对积极的家庭经历与领导行为之间的联系的理解，表明虽然家庭是主管日常积极灵感的来源，但这些积极结果并非在所有主管中普遍存在。（PsycInfo 数据库记录 (c) 2022 APA，保留所有权利）。每日 FWE 通过日常提升关注与变革型领导呈正相关，对于依恋回避程度较高的人来说，积极影响较弱，而对依恋焦虑程度较高的人来说，积极影响较强。因此，本文扩展了我们对积极的家庭经历与领导行为之间的联系的理解，表明虽然家庭是主管日常积极灵感的来源，但这些积极结果并非在所有主管中普遍存在。（PsycInfo 数据库记录 (c) 2022 APA，保留所有权利）。每日 FWE 通过日常提升关注与变革型领导呈正相关，对于依恋回避程度较高的人来说，积极影响较弱，而对依恋焦虑程度较高的人来说，积极影响较强。因此，本文扩展了我们对积极的家庭经历与领导行为之间的联系的理解，表明虽然家庭是主管日常积极灵感的来源，但这些积极结果并非在所有主管中普遍存在。（PsycInfo 数据库记录 (c) 2022 APA，保留所有权利）。因此，本文扩展了我们对积极的家庭经历与领导行为之间的联系的理解，表明虽然家庭是主管日常积极灵感的来源，但这些积极结果并非在所有主管中普遍存在。（PsycInfo 数据库记录 (c) 2022 APA，保留所有权利）。因此，本文扩展了我们对积极的家庭经历与领导行为之间的联系的理解，表明虽然家庭是主管日常积极灵感的来源，但这些积极结果并非在所有主管中普遍存在。（PsycInfo 数据库记录 (c) 2022 APA，保留所有权利）。