Attachment theory has been generating creative and impactful research for almost half a century. In this article we focus on the documented antecedents and consequences of individual differences in infant attachment patterns, suggesting topics for further theoretical clarification, research, clinical interventions, and policy applications. We pay particular attention to the concept of cognitive “working models” and to neural and physiological mechanisms through which early attachment experiences contribute to later functioning. We consider adult caregiving behavior that predicts infant attachment patterns, and the still-mysterious “transmission gap” between parental Adult Attachment Interview classifications and infant Strange Situation classifications. We also review connections between attachment and (a) child psychopathology; (b) neurobiology; (c) health and immune function; (d) empathy, compassion, and altruism; (e) school readiness; and (f) culture. We conclude with clinical–translational and public policy applications of attachment research that could reduce the occurrence and maintenance of insecure attachment during infancy and beyond. Our goal is to inspire researchers to continue advancing the field by finding new ways to tackle long-standing questions and by generating and testing novel hypotheses.

The aim of this research is to explore the extent to which employees establish attachment bonds with their leaders and the effects these bonds have on organizational outcomes. A sample of 225 participants reported on their supervisor’s leadership style (transformational, transactional, or passive-avoidant), their attachment bonds to this supervisor (anxious or avoidant), and four organizational variables (subordinate’s satisfaction, identification with the organization, extra effort, and perceived leadership effectiveness). Results, analyzed using a Partial Least Squares (PLS) approach, indicated that (a) transformational leadership was negatively associated with employees’ insecure (anxious or avoidant) attachment to their leader; (b) passive/avoidant leadership was positively associated with subordinates’ insecure attachment to their leader; (c) transactional leadership was positively associated with employee’s anxious attachment but not with their avoidant attachment; (d) avoidant, but not anxious, attachment to the leader was negatively associated with employee satisfaction, perceived leader effectiveness, employee’s extra effort, and organizational identification.

The slogan, “words can hit as hard as fists,” has brought home to many Americans the importance of combating psychological maltreatment of children. Most everyone agrees that psychological maltreatment is a problem worth understanding and eliminating. Despite this consensus, relatively little research has been done on psychological maltreatment, at least not under that rubric. Why should such an important topic evade rigorous and intense study? One reason may be that researchers have been hampered by the lack of a generally accepted definition. According to Hart, Germain, and Brassard (1987), “Sufficiently rigorous operational definitions do not presently exist and they therefore deserve first priority in psychological maltreatment work” (p. 16).

Shortcomings in the target article preclude adequate tests of developmental/attachment and strategic pluralism theories. Methodological problems include comparing college student attitudes with societal level indicators that may not reflect life conditions of college students. We show, through two principal components analyses, that multiple tests of the theories reduce to only two findings that cannot be interpreted as solid support for evolutionary hypotheses.