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Bencker A, Larsson G, Fors Brandebo M, Johnson U, Ivarsson A. High-level military and sport leaders' everyday challenges and psychological skills: A cross-contextual repeated measures study. MILITARY PSYCHOLOGY 2024:1-12. [PMID: 39083366 DOI: 10.1080/08995605.2024.2376970] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/03/2023] [Accepted: 07/01/2024] [Indexed: 08/02/2024]
Abstract
Research shows that high-level military and sport leaders share a high-stress and high-stakes leader role due to similar experiences of demanding conditions mainly manifested in psychological burden. This raises research questions about leaders' psychological strategies to maintain their mental health and performance under demanding conditions. Thus, the current study investigated how experienced demanding conditions were related to self-rated leader performance level and mental health indicators among high-level military and sport leaders and whether the application of psychological skills by these leaders moderated these relationships. A composite questionnaire was used to collect data longitudinally, once a week for four consecutive weeks. Fifty-two Swedish high-ranking military officers and executives in elite team sport organizations completed the questionnaire. Multilevel analysis revealed no effect of demanding conditions on leader performance, but they harmed leader vitality and were associated with higher stress symptoms. Moreover, psychological skills did not moderate the relationship between demanding conditions and leader performance. However, motivational and instructional self-talk negatively moderated the relationship between demanding conditions and vitality. In contrast, emotional regulation, comprised of mindfulness and cognitive reappraisal, positively moderated vitality. Emphasizing the nuanced application of psychological skills is crucial while avoiding one-sided beliefs about their positive effects. Interventions are suggested to focus on vitality and related psychological skills to ensure leaders feel good while performing under demanding conditions. More cross-contextual leadership research, suggestively applied research, is needed to better understand the links between high-level military and sport leaders' psychological skills, leader performance, and mental health under demanding conditions.
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Affiliation(s)
- Andreas Bencker
- School of Health and Welfare, Halmstad University, Halmstad, Sweden
- Department of Leadership, and Demand & Control, Swedish Defence University, Stockholm, Sweden
| | - Gerry Larsson
- Department of Leadership, and Demand & Control, Swedish Defence University, Stockholm, Sweden
- Department of Health and Welfare, Inland University College of Applied Sciences, Elverum, Norway
| | - Maria Fors Brandebo
- Department of Leadership, and Demand & Control, Swedish Defence University, Stockholm, Sweden
| | - Urban Johnson
- School of Health and Welfare, Halmstad University, Halmstad, Sweden
| | - Andreas Ivarsson
- School of Health and Welfare, Halmstad University, Halmstad, Sweden
- Department of Sport Science and Physical Education, University of Agder, Kristiansand, Norway
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Diebig M, Gritzka S, Gast M, Erschens R, Gündel H, Hofmann S, Junne F, Schröpel C, Angerer P. Leaders' mental health and leader-member exchange: Exploring relations on different levels of analysis. Scand J Psychol 2024. [PMID: 39013839 DOI: 10.1111/sjop.13057] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/27/2023] [Revised: 04/12/2024] [Accepted: 07/01/2024] [Indexed: 07/18/2024]
Abstract
INTRODUCTION Research on leader-member exchange (LMX) has shown that the relation between leaders and followers may be considered from different angles. Leaders may form individual relationships with followers (LMX quality), may agree with their followers on these relationships (LMX agreement), and may form different relationships within their work group (LMX variability). We posit that leaders' mental health may function as an antecedent for these different forms of LMX. We use conservation-of-resources theory as a theoretical model to describe how leaders' mental health may interact with relationship quality with followers on different levels. METHODS We operationalized leaders' mental health using depressive symptoms, anxiety, and stress reactivity. Our sample consisted of 322 followers of 75 leaders. Followers rated the LMX quality with their respective leader. Leaders rated depressive symptoms, anxiety, levels of stress reactivity, and LMX quality with their followers. RESULTS Results of multilevel modeling showed that stress reactivity was negatively related to LMX quality and anxiety was positively linked to LMX agreement. Depressive symptoms were not related to aspects of LMX. CONCLUSION By using multisource data on different analysis levels, we are able to include different perspectives on antecedents of LMX relationship quality. Implications for LMX at different levels of analysis as well as future research are discussed.
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Affiliation(s)
- Mathias Diebig
- Institute of Occupational, Social and Environmental Medicine, Medical Faculty, Heinrich Heine University Düsseldorf, Düsseldorf, Germany
- Department of Work and Organizational Psychology, Faculty I - Psychology, Trier University, Germany, Trier, Germany
| | - Susan Gritzka
- Institute of Occupational, Social and Environmental Medicine, Medical Faculty, Heinrich Heine University Düsseldorf, Düsseldorf, Germany
| | - Michael Gast
- Department of Psychosomatic Medicine and Psychotherapy, Faculty of Medicine, University Hospital Ulm,, University of Ulm, Ulm, Germany
| | - Rebecca Erschens
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, University of Tuebingen, Tuebingen, Germany
| | - Harald Gündel
- Department of Psychosomatic Medicine and Psychotherapy, Faculty of Medicine, University Hospital Ulm,, University of Ulm, Ulm, Germany
| | - Sophie Hofmann
- Department of Psychosomatic Medicine and Psychotherapy, Faculty of Medicine, University Hospital Ulm,, University of Ulm, Ulm, Germany
| | - Florian Junne
- Department of Psychosomatic Medicine and Psychotherapy, Otto von Guericke University Magdeburg, University Hospital Magdeburg, Magdeburg, Germany
| | - Carla Schröpel
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, University of Tuebingen, Tuebingen, Germany
| | - Peter Angerer
- Institute of Occupational, Social and Environmental Medicine, Medical Faculty, Heinrich Heine University Düsseldorf, Düsseldorf, Germany
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Ortynsky M, Walsh MM, Carleton E, Ziemer J. Leaders' emotional labour and abusive supervision: The moderating role of mindfulness. Stress Health 2024; 40:e3298. [PMID: 37497586 DOI: 10.1002/smi.3298] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Received: 10/31/2022] [Revised: 05/30/2023] [Accepted: 07/18/2023] [Indexed: 07/28/2023]
Abstract
In this study, we examine how leaders' emotional labour strategies (surface acting and deep acting) deplete leaders' self-control resources to predict abusive supervision, in addition to the moderating role of leader mindfulness. Integrating ego-depletion theory and emotion regulation theory, we hypothesise that deep acting and surface acting predict higher levels of abusive supervision, which is mediated by reduced self-control. Furthermore, we predict that leaders' trait mindfulness moderates the relationship between emotional labour and self-control on abusive supervision. Results from a three-wave study of leader-follower dyads supported mediation hypotheses; both deep and surface acting predicted abusive supervision, which is mediated by reduced self-control. Our moderated mediation hypotheses were supported for deep acting but not surface acting. This research contributes to the literature by demonstrating the depleting nature of emotional labour in leadership and the importance of leader mindfulness as a boundary condition that can make deep acting less harmful for leader behaviour.
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Affiliation(s)
- Mikaila Ortynsky
- Telfer School of Management, University of Ottawa, Ottawa, Ontario, Canada
| | - Megan M Walsh
- Sobey School of Business, Saint Mary's University, Halifax, Nova Scotia, Canada
| | - Erica Carleton
- Hill and Levene Schools of Business, University of Regina, Regina, Saskatchewan, Canada
| | - Julie Ziemer
- Hill and Levene Schools of Business, University of Regina, Regina, Saskatchewan, Canada
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Colin-Chevalier R, Pereira B, Dewavrin S, Cornet T, Zak M, Benson AC, Dutheil F. The Managerial Role and Psychosocial Factors of Job Satisfaction: A Cross-sectional Study Among Wittyfit's Users. J Occup Environ Med 2024; 66:e61-e67. [PMID: 38013387 DOI: 10.1097/jom.0000000000003017] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2023]
Abstract
OBJECTIVE Job satisfaction is an emerging indicator for measuring workers' occupational well-being; however, this has been poorly studied in managers. We aimed to explore job satisfaction between managers and employees and assess its factors. METHODS Data from Wittyfit's users were collected between January 2018 and February 2020. Volunteers anonymously provided their sociodemographic profile, their sense of job satisfaction, and their psychosocial feelings (ambiance, meaning, organization, recognition, values, work-life balance). RESULTS Data of 10,484 employees and 836 managers were collected. Job satisfaction was higher in managers than employees. All psychosocial factors had an impact on job satisfaction in workers. There was a higher prevalence of satisfied managers than employees. Managerial position and other sociodemographic variables influenced this prevalence. CONCLUSIONS Managers seem to be more satisfied than employees. Psychosocial and sociodemographic factors can influence workers' job satisfaction.
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Affiliation(s)
- Rémi Colin-Chevalier
- From the Université Clermont Auvergne, CNRS, LaPSCo, Physiological and Psychosocial Stress, CHU Clermont-Ferrand, University Hospital of Clermont-Ferrand, Preventive and Occupational Medicine, Cegid, Clermont-Ferrand, France (R.C.-C., F.D.); CHU Clermont-Ferrand, University Hospital of Clermont-Ferrand, Biostatistics Unit, the Clinical Research and Innovation Direction, Clermont-Ferrand, France (E.P.); Cegid, Lyon, France (S.D., T.C.); Institute of Health Sciences, Collegium Medicum, The Jan Kochanowski University of Kielce, Kielce, Poland (M.Z.); and Swinburne University of Technology, Department of Health and Biostatistics, Hawthorn, Australia (A.C.B.)
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Sakuraya A, Tsuno K, Inoue A, Otsuka Y, Eguchi H, Watanabe K, Arakawa Y, Kawakami N, Kobayashi Y. [Development and validation of the University of Tokyo Occupational Mental Health leadership checklist among occupational health specialists]. SANGYO EISEIGAKU ZASSHI = JOURNAL OF OCCUPATIONAL HEALTH 2024; 66:31-44. [PMID: 37460326 DOI: 10.1539/sangyoeisei.2022-015-e] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/26/2024]
Abstract
OBJECTIVES Recently, occupational health specialists (OHS) are expected to exert leadership to develop high-quality occupational health activities. This study aimed to develop and investigate the reliability and validity of a scale to measure leadership preparation among OHS (The University of Tokyo Occupational Mental Health [TOMH] Leadership Checklist; TLC). METHODS Based on literature reviews and interviews among OHS, we created potential items consisting of 54 items with six factors (10 items for self-awareness, 10 items for situational awareness, 9 items for vision, 12 items for mindset, 3 items for performance of one's duties, and 10 items for relationship-building). An online survey was conducted with 300 OHS in Japan to verify the scale's reliability and validity. RESULTS Consequent to the exploratory factor analysis, using the principal factor method and promax rotation, 51 items across the following five factors were identified; "self-awareness", "situational awareness", "vision", "mindset", and "performance of one's duties". The confirmatory factor analysis showed good fit indices; CFI = 0.877, SRMR = 0.050, and RMSEA = 0.072. Cronbach's α ranged from 0.93-0.96. Additionally, the scores of the TLC were significantly positively correlated with work engagement, job satisfaction, and self-efficacy; contrastingly, they were significantly negatively correlated with psychological distress (p < .05). Furthermore, the participants who had experience leadership without authority indicated significantly higher scores of the TLC and its subscales than those who did not (p < .001). DISCUSSION AND CONCLUSIONS The newly developed TLC appeared to have acceptable levels of reliability and validity. It would be beneficial for OHS to show good leadership.
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Affiliation(s)
- Asuka Sakuraya
- Department of Digital Mental Health, Graduate School of Medicine, The University of Tokyo
| | - Kanami Tsuno
- School of Health Innovation, Kanagawa University of Human Services
| | - Akiomi Inoue
- Institutional Research Center, University of Occupational and Environmental Health, Japan
| | | | - Hisashi Eguchi
- Department of Mental Health, Institute of Industrial Ecological Sciences, University of Occupational and Environmental Health, Japan
| | | | - Yuki Arakawa
- School of Social Medicine, Graduate School of Medicine, The University of Tokyo
| | - Norito Kawakami
- Department of Digital Mental Health, Graduate School of Medicine, The University of Tokyo
| | - Yuka Kobayashi
- Department of Clinical Psychology, Faculty of Social Policy and Administration, Hosei University
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Dextras-Gauthier J, Gilbert MH, Dima J, Adou LB. Organizational culture and leadership behaviors: is manager's psychological health the missing piece? Front Psychol 2023; 14:1237775. [PMID: 37842699 PMCID: PMC10569222 DOI: 10.3389/fpsyg.2023.1237775] [Citation(s) in RCA: 1] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/09/2023] [Accepted: 09/14/2023] [Indexed: 10/17/2023] Open
Abstract
Background In a context where organizations struggle to attract and retain highly qualified workers, organizations need to prioritize the psychological health of employees as a retention factor. To do so, they need to provide a healthy work environment. As an integral part of the employee experience, managers are an important factor in employee retention. In past studies, researchers have focused on the importance of leadership in boosting employees' health without, however, considering factors encouraging such behavior in managers. Recently, some scholars have become interested in managers' health as a resource allowing them to adopt good leadership behavior. Indeed, these studies reveal interesting links between managers' emotional state and their behavior as leaders. Other studies, underscore the importance of considering the organizational context to better understand managers' psychological health that may influence their leadership behaviors. This study proposes to examine the complex process by which organizational culture influences managers' psychological health, which acts as a resource favoring the adoption of good leadership behaviors that are known to be constructive and have positive effects on employee. Methods Path analyses with the CALIS procedure SAS software, version 9.4 were conducted on a sample of 522 managers in three healthcare facilities in the province of Quebec, Canada. Results The results revealed that group culture is associated with the two indicators of managers' psychological health at work. The results also demonstrated that managers' psychological distress at work is positively related to transactional and laissez-faire leadership styles whereas psychological well-being at work is positively related to transformational and transactional leadership. Concerning indirect associations, there is a significant and positive indirect association between group culture and transformational leadership and there is also a significant and negative association between group culture and laissez-faire leadership. Finally, there is also an indirect association between hierarchical culture and transactional leadership. Conclusion Our study provides a more in-depth understanding of the relationship between organizational culture and leadership styles. More specifically, our findings highlight the benefits of implementing a group organizational culture to enhance psychological well-being, reduce psychological distress symptoms and promote good leadership behaviors.
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Affiliation(s)
- Julie Dextras-Gauthier
- Management Department, Faculty of Business Administration, Laval University, Quebec, QC, Canada
| | - Marie-Hélène Gilbert
- Management Department, Faculty of Business Administration, Laval University, Quebec, QC, Canada
| | - Justine Dima
- School of Management and Engineering Vaud, Yverdon-les-Bains, Switzerland
| | - Laetitia Bomoya Adou
- Management Department, Faculty of Business Administration, Laval University, Quebec, QC, Canada
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Tóth‐Király I, Katz‐Zeitlin E, Houle SA, Fernet C, Morin AJS. Managerial leadership behaviors: A longitudinal investigation of the role of job demands and resources, and implications for managers' own well‐being. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2023. [DOI: 10.1111/apps.12468] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 03/30/2023]
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Li W, Abdalla AA, Mohammad T, Khassawneh O, Parveen M. Towards Examining the Link Between Green HRM Practices and Employee Green in-Role Behavior: Spiritual Leadership as a Moderator. Psychol Res Behav Manag 2023; 16:383-396. [PMID: 36798875 PMCID: PMC9925391 DOI: 10.2147/prbm.s396114] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/16/2022] [Accepted: 01/24/2023] [Indexed: 02/12/2023] Open
Abstract
Purpose Grounding on the supplies-values fit theory, this study examines the effect of green HRM practices on an employee's in-role green behavior after the Covid-19 pandemic. Moreover, this study examined the mediating role of psychological green climate between green HRM practices and in-role green behaviour. In addition, we studied that spiritual leadership as a buffering mechanism strengthens the relation between psychological green climate and employee in-role behavior. Methods The paths were examined using hierarchical multiple regression and for moderation mediation, we used PROCESS Hayes (2003) to evaluate the data collected from 374 Chinese MNCs employees. Results The findings indicate that green HRM practices have a positive effect on employees' in-role green behaviour. In addition, psychological green climate mediates the relation between green HRM practices and employee in-role green behavior. Spiritual leadership influences the strength of the moderated mediated path between green HRM practices and employee in-role green behavior (through a psychological green environment). Discussion The most apparent manifestation of green HRM practices is the integration of environmental concerns into traditional HRM processes after Covid-19 pandemic, including hiring, training, evaluating performance, and distributing pay and benefits. These green-focused management initiatives are more likely to result in employees acting greenly.
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Affiliation(s)
- Wei Li
- School of Maritime Economics and Management, Dalian Maritime University, Dalian, Liaoning, People’s Republic of China,Correspondence: Wei Li, Email
| | - Alaa Amin Abdalla
- Academic Programs for Military Colleges, Abu Dhabi University, Abu Dhabi, United Arab Emirates
| | - Tamara Mohammad
- College of Business Administration, American University in the Emirates, Dubai, United Arab Emirates
| | - Osama Khassawneh
- The Emirates Academy of Hospitality Management, Dubai, United Arab Emirates
| | - Mahwish Parveen
- Department of Management Sciences, Comsat University Islamabad, Islamabad, Pakistan
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Emmerling F, Peus C, Lobbestael J. The hot and the cold in destructive leadership: Modeling the role of arousal in explaining leader antecedents and follower consequences of abusive supervision versus exploitative leadership. ORGANIZATIONAL PSYCHOLOGY REVIEW 2023. [DOI: 10.1177/20413866231153098] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/10/2023]
Abstract
Due to its devastating consequences, research needs to theoretically and empirically disentangle different sub-types of destructive leadership. Based on concepts derived from aggression research distinguishing re- and proactive aggression, we provide a process model differentiating abusive supervision and exploitative leadership. High versus low arousal negative affect is installed as the central mediating factor determining (1) whether perceived goal-blockage (leadership antecedents) leads to abusive supervision versus exploitative leadership and (2) whether a specific leadership behavior leads to active versus passive follower behavior (leadership consequence). Further, theoretical anchoring of individual and contextual moderators onto the model's process paths is provided and exemplary hypotheses for concrete moderation effects are deduced. Based on the provided process model, we highlight four recommendations to facilitate process-based construct differentiation in future research on destructive leadership. To precisely understand the differences and commonalities in different forms of destructive leadership will ultimately enable custom-tailored inter- and prevention. Plain Language Summary Negative leadership—also named “destructive” leadership—has very bad effects on followers and organizations. There are not just one, but many forms of destructive leadership and it is important to understand where different sub-types come from (i.e., to understand their antecedents) and which specific effect they have (i.e., to understand their consequences). In this paper, we focus on better understanding two forms of destructive leadership, namely abusive supervision and exploitative leadership. These two forms are similar to the two main forms of aggression. Abusive supervision is similar to reactive aggression, an impulsive “hot blooded” form of aggression. Exploitative leadership is similar to proactive aggression, a premeditated “cold blooded” form of aggression. We explain the parallels between the two forms of aggression and the two forms of leadership and provide a model which allows to predict when one versus the other form of leadership occurs and to which follower behavior they lead. An important factor in this model is the physiological characteristic of the emotional reaction to an event (i.e., arousal). An emotional reaction can be high in arousal; for instance, anger is a high arousal negative emotional reaction. On the contrary, boredom, for instance, is a low arousal negative emotional reaction. Dependent on whether both a leader and a follower react to a negative event (e.g., not getting what they want, being treated badly by others) with high or low arousal, their behavior will be different. We explain how this mechanism works and how it can help us to better predict leaders' and followers' behavior. We also outline how individual characteristics of the leader and follower and characteristics of their environment and context interact with arousal and their behavior.
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Zhang ID, Mao Y, Wong CS. Potential buffering effect of being a right-hand subordinate on the influence of abusive supervision. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2023. [DOI: 10.1108/lodj-05-2022-0216] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/05/2023]
Abstract
PurposeThe purpose of this paper is to borrow the concept of right-hand person as a specific type of work arrangement and propose a moderated mediation model highlighting the important role of work arrangement in affecting the relationship between abusive supervision and subordinate work outcomes.Design/methodology/approachThe authors tested the hypotheses with a sample of 275 supervisor–subordinate dyads in China (68.8% response rate).FindingsResults showed that if the subordinate was a right-hand person of the supervisor, abusive supervision played a relatively weaker role on the subordinates' performance and organizational citizenship behaviors through leader–member exchange (LMX).Practical implicationsAbusive supervision is a major concern in contemporary organizations, and the current research found that work arrangement such as being a right-hand subordinate could buffer its negative effects. This finding indicates that it is important for organizations and supervisors to make clear work and role assignments.Originality/valueAbusive supervision has received a lot of research attention in the past decades. On top of the nature of supervisory abusive behaviors, researchers have investigated its antecedents and consequences. However, little is known concerning the roles of the work arrangement for the subordinate that may affect the impact of abusive supervision on subordinate work outcomes. This study empirically tests that being a right-hand subordinate may weaken the negative effect of abusive supervision on subordinate performance and organizational citizenship behaviors, which highlight the importance of work arrangement in studying abusive supervision.
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Ambhore S, Ofori EK. Exploring psychological well-being in business and economics arena: A bibliometric analysis. Health Sci Rep 2023; 6:e1044. [PMID: 36620512 PMCID: PMC9817197 DOI: 10.1002/hsr2.1044] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/04/2022] [Revised: 12/10/2022] [Accepted: 12/27/2022] [Indexed: 01/09/2023] Open
Abstract
Background Recent events like the global pandemic and geopolitics leading to war bring to bear the evergreen importance of psychological well-being (PWB) among workers and how it can further influence business growth and performance. Furthermore, the complexity of today's job requirements has created enormous life pressures for individuals, negatively hurting their PWB. Method This article took the format of a literature review of existing research work by pursuing the keywords in the SCOPUS database to retrieve the articles published on PWB in the field of business and economics from 1978 to 2022. The data were analyzed to elaborate, interpret and graphically display the results, in particular, authors, sources, documents, and social structure of the existing bibliography. The Bibliometrix R package is used for robust analysis of retrieved data. Results The findings showed that the last decade saw a rise in scholarly work on PWB. However, in 2021, its sharp expansion stalled. It further revealed that academics from four countries had a significant role in accessing PWB in the business and economics fields, namely the United States, the United Kingdom, Australia, and Canada. The reports also indicate themes such as mental health, coronavirus disease 2019 (COVID-19), and depression are emerging themes, whereas niche themes include unemployment, quality of life, and job loss. Conclusion This study suggests these new areas be studied in contemporary literature to provide cogent room to improve policy decisions on PWB within the business world.
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Affiliation(s)
- Satish Ambhore
- Central Railway Headquarters, Office of Chief Safety OfficerChhatrapati Shivaji Maharaj TerminusMumbaiIndia
| | - Elvis K. Ofori
- School of Management EngineeringZhengzhou UniversityHenanZhengzhouChina
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Wittmers A, Maier GW. Leaders' mental health in times of crisis: work intensification, emotional demands and the moderating role of organizational support and self-efficacy. Front Psychol 2023; 14:1122881. [PMID: 37205088 PMCID: PMC10186101 DOI: 10.3389/fpsyg.2023.1122881] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/13/2022] [Accepted: 04/10/2023] [Indexed: 05/21/2023] Open
Abstract
This article focuses on leaders' specific demands in times of crisis and the role of personal and organizational resources regarding mental health. The COVID-19 pandemic has led to increased levels of responsibilities, particularly among leaders. To deepen the understanding about the resulting consequences in terms of leaders' demands and resources, we conducted a mixed methods study with a sample of 60 leaders from lower and middle management. We hypothesized leaders' work intensification and emotional demands to be related with higher irritation and exhaustion. Consistent with the Job Demands-Resources model and the Conservation of Resources theory, we examined organizational instrumental support and occupational self-efficacy as possible moderators and assumed a buffering effect on mental illness. Our quantitative results indicated organizational instrumental support as a moderator for the relation of work intensification and mental illness. In terms of self-efficacy and work intensification, the results contradicted our expectations. For emotional demands, only the main effects could be found. In the qualitative part of our study, we found evidence for the importance of work intensification, emotional demands and organizational instrumental support in the leaders' everyday experience and gained a deeper understanding of the constructs' nature by means of examples. The integration of our quantitative and qualitative results has important and concrete implications for organizations how to support leaders in times of crisis and accelerated changes at work. This further underlines the necessity to consider leaders as an important target group of occupational health measures.
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Affiliation(s)
- Anja Wittmers
- Federal Institute for Occupational Safety and Health, Dortmund, Germany
- *Correspondence: Anja Wittmers,
| | - Günter W. Maier
- Department of Psychology, Bielefeld University, Bielefeld, Germany
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Andersone N, Nardelli G, Ipsen C, Edwards K. Exploring Managerial Job Demands and Resources in Transition to Distance Management: A Qualitative Danish Case Study. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 20:69. [PMID: 36612399 PMCID: PMC9819480 DOI: 10.3390/ijerph20010069] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 11/24/2022] [Revised: 12/15/2022] [Accepted: 12/19/2022] [Indexed: 06/17/2023]
Abstract
Organizations worldwide have shifted to working from home, requiring managers to engage in distance management using information and communication technologies (ICT). Studies show that managers experience high job demands and inadequate guidance during COVID-19; therefore, the transition to distance management raises questions about the increase in managerial job demands and the impact on managers' well-being. This study aims to explore first-line managers' perceptions of job demands and available resources during the first year of the pandemic and understand the implications for first-line managers' well-being. First-line managers face complex and conflicting demands, making them more challenged in their management task than other management levels. We used the job demands-resources model in this qualitative, longitudinal empirical study. The study draws on 49 semi-structured interviews with seven first-line managers from a large pharmaceutical company in Denmark, whom we followed throughout the first year of the COVID-19 pandemic, from May 2020 to May 2021. Our findings suggest that the first-line managers perceived increased emotional and practical demands. While the managers appreciated the initial guidance provided by the organization, they perceived the organizational support as outdated and superficial. As a result, to cope with the uncertainty caused by the pandemic and the shift to distance management, the managers relied on work engagement enablers such as social support. Even though the COVID-19 pandemic portrays unique circumstances in transitioning to distance management that require further exploration outside the COVID-19 context, the insights from this study can assist organizations in developing awareness about transitions to better support first-line management to embrace changes in the future.
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Affiliation(s)
- Nelda Andersone
- DTU Management Department, Technical University of Denmark, 2800 Kgs. Lyngby, Denmark
| | | | - Christine Ipsen
- DTU Management Department, Technical University of Denmark, 2800 Kgs. Lyngby, Denmark
| | - Kasper Edwards
- DTU Management Department, Technical University of Denmark, 2800 Kgs. Lyngby, Denmark
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Haesevoets T, De Cremer D, De Schutter L, van Dijke M, Young HR, Lee HW, Johnson R, Chiang JTJ. The impact of leader depletion on leader performance: the mediating role of leaders' trust beliefs and employees' citizenship behaviors. Sci Rep 2022; 12:20676. [PMID: 36450843 PMCID: PMC9712642 DOI: 10.1038/s41598-022-24882-3] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/10/2022] [Accepted: 11/22/2022] [Indexed: 12/03/2022] Open
Abstract
The leadership role can be demanding and depleting. Using self-regulation and social exchange theory as a framework, we developed a three-step sequential mediation model that explains how feelings of depletion can degrade leaders' own performance level, via the reciprocating behavior of their employees. Specifically, we hypothesized that leader depletion is negatively related to their trust beliefs. This lack of trust is expected to be reciprocated by employees in such a way that they display less citizenship behaviors towards their leader. These lowered citizenship behaviors are, in turn, predicted to negatively impact leader performance. Additionally, we hypothesized that these negative effects of feeling depleted are more pronounced for leaders who believe that their willpower is limited. Studies 1 and 2 illustrated that leader depletion indirectly influences their own performance level through leaders' trust beliefs and employees' leader-directed citizenship behaviors. Study 3 extended these findings from the inter-individual to the intra-individual level, and demonstrated the predicted moderating role of belief in limited willpower. Together, our studies provide new and useful insights in the broader, more distal implications of leader depletion, which have not yet been considered in existing self-regulation models.
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Affiliation(s)
- Tessa Haesevoets
- Department of Developmental, Personality and Social Psychology, Ghent University, Henri Dunantlaan 2, B-9000, Ghent, Belgium.
| | - David De Cremer
- NUS Business School, National University of Singapore, Singapore, Singapore
| | - Leander De Schutter
- Rotterdam School of Management, Erasmus University Rotterdam, Rotterdam, The Netherlands
| | - Marius van Dijke
- Rotterdam School of Management, Erasmus University Rotterdam, Rotterdam, The Netherlands
| | - Henry Robin Young
- Eli Broad School of Business, Michigan State University, East Lansing, USA
| | - Hun Whee Lee
- Fisher College of Business, The Ohio State University, Columbus, USA
| | - Russell Johnson
- Eli Broad School of Business, Michigan State University, East Lansing, USA
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15
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Pischel S, Felfe J, Krick A. Health-oriented leadership: Antecedents of leaders’ awareness regarding warning signals of emerging depression and burnout. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG 2022. [DOI: 10.1177/23970022221130754] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/05/2023]
Abstract
Due to growing demands, there is an increase in depression and burnout causing sickness absence and early retirement. Detecting depression and burnout at an early stage is a crucial task for leaders to allow for early support and prevent more severe illnesses. Within the health-oriented leadership concept, awareness is the ability to recognize followers’ warning signals as a potential health risk. Although it is widely accepted that awareness is a precondition to taking appropriate action, it is yet unclear to what extent leaders recognize the warning signals of followers and which factors facilitate or impede awareness. In an experimental study ( N = 54) and a survey study ( N = 215) we examined antecedents of awareness in followers and leaders: (a) clarity of displayed warning signals in followers, (b) leaders’ stressors, (c) leaders’ autonomy. Even under favorable conditions, only about half of the leaders recognized warning signals as a health risk. Leaders showed lower awareness during times of high stress and low autonomy and when followers displayed less clear warning signals. Autonomy moderated the effect of stress (workload) on awareness, but there was no buffering effect as expected. The findings deepen the theoretical understanding of awareness and suggest that leaders need to know how their awareness may be impeded. We provide practical recommendations for human resource management on how leaders’ awareness can be fostered.
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Affiliation(s)
- Sarah Pischel
- Helmut Schmidt University Hamburg/ University of the Federal Armed Forces, Germany
| | - Jörg Felfe
- Helmut Schmidt University Hamburg/University of the Federal Armed Forces, Germany
| | - Annika Krick
- Helmut Schmidt University Hamburg/University of the Federal Armed Forces, Germany
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Vial AC, Cowgill CM. Heavier Lies Her Crown: Gendered Patterns of Leader Emotional Labor and Their Downstream Effects. Front Psychol 2022; 13:849566. [PMID: 36106035 PMCID: PMC9465331 DOI: 10.3389/fpsyg.2022.849566] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/06/2022] [Accepted: 06/03/2022] [Indexed: 11/29/2022] Open
Abstract
Women use power in more prosocial ways than men and they also engage in more emotional labor (i.e., self-regulate their emotions to respond and attend to the needs and emotions of other people in a way that advances organizational goals). However, these two constructs have not been previously connected. We propose that gendered emotional labor practices and pressures result in gender differences in the prosocial use of power. We integrate the literature on emotional labor with research on the psychology of power to articulate three routes through which this happens. First, women may be more adept than men at the intrapersonal and interpersonal processes entailed in emotional labor practices—a skill that they can apply at all hierarchical levels. Second, given women’s stronger internal motivation to perform emotional labor, they construe power in a more interdependent manner than men, which promotes a more prosocial use of power. As a result, female powerholders tend to behave in more prosocial ways. Third, when they have power, women encounter stronger external motivation to engage in emotional labor, which effectively constrains powerful women’s behaviors in a way that fosters a more prosocial use of power. We discuss how, by promoting prosocial behavior among powerholders, emotional labor can be beneficial for subordinates and organizations (e.g., increase employee well-being and organizational trust), while simultaneously creating costs for individual powerholders, which may reduce women’s likelihood of actually attaining and retaining power by (a) making high-power roles less appealing, (b) guiding women toward less prestigious and (c) more precarious leadership roles, (d) draining powerful women’s time and resources without equitable rewards, and (e) making it difficult for women to legitimize their power in the eyes of subordinates (especially men). Thus, emotional labor practices can help explain the underrepresentation of women in top leadership positions.
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Abstract
The interest generated by abusive supervision among researchers can be gauged from the fact that more than 140 articles on abusive supervision have been published by leading journals in the last five years alone. However, a comprehensive understanding of the same is lacking. As a result, we systematically reviewed 273 articles on abusive supervision published between 2000 and 2022. This enabled us to present five interrelated aspects of abusive supervision literature. First, we focus on the definitional issues associated with abusive supervision. Second, we examine two widely used abusive supervision scales. Third, we review and critique different research designs utilized in abusive supervision studies. Fourth, we look at the key theories underpinning abusive supervision research and map the nomological network of abusive supervision. Fifth, we suggest novel avenues for theoretical advancement. In sum, we endeavored to portray a detailed picture of research on abusive supervision.
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Affiliation(s)
| | - Anita Sarkar
- Xavier Labor Relations Institute, Jamshedpur, Jharkhand 831035 India
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Geibel HV, Rigotti T, Otto K. It all comes back to health: A three‐wave cross‐lagged study of leaders' well‐being, team performance, and transformational leadership. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2022. [DOI: 10.1111/jasp.12877] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Hannah V. Geibel
- Work and Organizational Psychology, Faculty of Psychology Philipps University of Marburg Marburg Germany
| | - Thomas Rigotti
- Department of Work, Organizational, and Business Psychology, Institute for Psychology Johannes Gutenberg University Mainz Germany
| | - Kathleen Otto
- Work and Organizational Psychology, Faculty of Psychology Philipps University of Marburg Marburg Germany
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Dasborough MT, Scandura T. Leading Through the Crisis: “Hands Off” or “Hands-On”? JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2022. [DOI: 10.1177/15480518211036472] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Affiliation(s)
| | - Terri Scandura
- Miami Herbert Business School, University of Miami, Coral Gables, FL, USA
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Karani A, Deshpande R, Jayswal M, Trivedi P. Breach of employer obligation and employee well-being during COVID-19 unlock phase. HUMAN SYSTEMS MANAGEMENT 2022. [DOI: 10.3233/hsm-211210] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/15/2022]
Abstract
BACKGROUND: The current study explored the relationship between breach of employer obligations, family-work conflict, psychological distress and well-being during COVID-19 unlock phase. OBJECTIVE: The study aimed to understand the breach of how the breach of employer obligation lead to decreased well-being through the family-work conflict and psychological distress during the COVID-19 unlock phase. METHODS: The data was collected through structured questionnaire via Google doc from 397 employees across the industries. Snowball sampling was adopted, and SmartPLS 3.0 was used for the structural equation model. RESULTS: Breach of employer obligations are positively affecting family-work conflict. Further, family-work conflict increases the psychological distress, and psychological distress decreases the well-being (life satisfaction and family satisfaction) of the employees. CONCLUSION: The novel contribution of the study is integrating SET, COR and SIP theory during the pandemic situation. The results highlighted meticulous empirical evidence which answers the question of how the unmet expectations cause a detrimental effect on the employees as well as the organizations in this COVID-19 pandemic situation.
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Affiliation(s)
- Anushree Karani
- Indian Council for Social Science Research affiliated to Sardar Patel University, Vallabh Vidyanagar, Gujarat, India
- Department of Business Management, Sardar Patel University, Vallabh Vidyanagar, Gujarat, India
| | | | - Mitesh Jayswal
- Department of Business Management, Sardar Patel University, Vallabh Vidyanagar, Gujarat, India
| | - Payal Trivedi
- Jagdish Sheth School of Management, Electronic City Phase I, Bengaluru, Karnataka, India
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21
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Özer G, Griep Y, Escartín J. The Relationship between Organizational Environment and Perpetrators’ Physical and Psychological State: A Three-Wave Longitudinal Study. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 19:ijerph19063699. [PMID: 35329385 PMCID: PMC8955293 DOI: 10.3390/ijerph19063699] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 02/11/2022] [Revised: 03/14/2022] [Accepted: 03/16/2022] [Indexed: 11/16/2022]
Abstract
Although job-related work environment studies found associations to workplace bullying perpetration, little work with longitudinal designs has been conducted on broader organizational measures. Such studies could help design effective interventions for perpetration. Using a three-wave longitudinal design and drawing on cognitive activation theory, we investigated whether organizational trust and justice predicted perpetration six months later. The sample consisted of 2447 employees from Spain and Turkey from various industries, such as services, manufacturing, and education. We also investigated whether physical and psychological health explained the relationship between organizational trust, justice, and perpetration. The results indicated that, in three months, organizational justice negatively predicted psychological and physical health deterioration, while unexpectedly, organizational trust positively predicted the same. Health conditions did not predict perpetration, in three months, while organizational conditions did not predict perpetration directly or indirectly in six months. Assessing and improving organizational trust and justice practices may help employee health improve over time. As organizational trust, justice, and health status are significantly related to current perpetration incidents, assessments of these subjects may be instrumental in identifying possible current perpetration phenomena.
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Affiliation(s)
- Gülüm Özer
- Department of Social Psychology and Quantitative Psychology, University of Barcelona, 08035 Barcelona, Spain;
- Correspondence:
| | - Yannick Griep
- Department of Work and Organizational Psychology, Behavioral Science Institute of Radboud University, 6500 HE Nijmegen, The Netherlands;
| | - Jordi Escartín
- Department of Social Psychology and Quantitative Psychology, University of Barcelona, 08035 Barcelona, Spain;
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22
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Richter-Killenberg S, Volmer J. How leaders benefit from engaging in high-quality leader-member exchanges: a daily diary study. JOURNAL OF MANAGERIAL PSYCHOLOGY 2022. [DOI: 10.1108/jmp-06-2021-0370] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeDrawing from the conservation of resources theory and the success resource model of job stress, the authors investigated the role of leader behaviours in the context of leader-member exchanges (LMXs) as a driver of leaders' job-related well-being and recovery. Specifically, they hypothesised positive affect and perceived competence as potential mechanisms enhancing leaders' job satisfaction and psychological detachment.Design/methodology/approachDaily diary data were collected from 85 leaders over five consecutive working days (376 daily observations) and analysed using multilevel path analyses.FindingsLeader LMX behaviours were positively associated with leaders' positive affect and perceived competence at work at the person and day levels. Additionally, results provided support for most of the assumed indirect effects of leader LMX behaviours on leaders' job satisfaction and psychological detachment via positive affect and perceived competence.Practical implicationsLeadership development activities should raise leaders' awareness of the relevance of resourceful interactions with followers for leaders' own well-being. Organisations should create a working environment that facilitates high-quality exchanges amongst their members. The current trend towards increasing digital and less face-to-face collaboration may pose a risk to this important resource source for leaders.Originality/valueThese findings emphasise the day-to-day variation in leadership behaviours and that leaders' engagement in high-quality leader-follower interactions has the potential to stimulate a resource-building process for the benefit of leaders themselves.
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23
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Stuber F, Seifried-Dübon T, Tsarouha E, Rahmani Azad Z, Erschens R, Armbruster I, Schnalzer S, Mulfinger N, Müller A, Angerer P, Helaß M, Maatouk I, Nikendei C, Ruhle S, Puschner B, Gündel H, Rieger MA, Zipfel S, Junne F. Feasibility, psychological outcomes and practical use of a stress-preventive leadership intervention in the workplace hospital: the results of a mixed-method phase-II study. BMJ Open 2022; 12:e049951. [PMID: 35197332 PMCID: PMC8867373 DOI: 10.1136/bmjopen-2021-049951] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Received: 02/08/2021] [Accepted: 12/20/2021] [Indexed: 11/24/2022] Open
Abstract
OBJECTIVES Hospitals are psychologically demanding workplaces with a need for context-specific stress-preventive leadership interventions. A stress-preventive interprofessional leadership intervention for middle management has been developed. This phase-II study investigates its feasibility and outcomes, including work-related stress, well-being and transformational leadership. DESIGN This is a mixed-methods study with three measure points (T0: baseline, T1: after the last training session, T2: 3-month follow-up). Additionally, focus groups were conducted to assess participants' change in everyday work. SETTING A tertiary hospital in Germany. PARTICIPANTS N=93 leaders of different professions. INTERVENTION An interactive group setting intervention divided in five separate sessions ((1) self-care as a leader, (2) leadership attitudes and behaviour, (3) motives, needs and stressors of employees, (4) strengthen the resource 'team', (5) reflection and focus groups). The intervention was conducted between June 2018 and March 2020 in k=5 runs of the intervention. OUTCOME MEASURES Feasibility and acceptance were measured with a self-developed intervention specific questionnaire. Psychological outcomes were assessed with the following scales: work-related strain with the Irritation Scale, well-being with the WHO-5 Well-being Index and transformational leadership with the Questionnaire of Integrative Leadership. RESULTS After the intervention at T2, over 90% of participants reported that they would recommend the intervention to another coworker (92.1%, n=59) and all participants (n=64) were satisfied with the intervention and rated the intervention as practical relevant for their everyday work. Participants' self-rated cognitive irritation was reduced, whereas their well-being and transformational leadership behaviour were improved over time. Focus group discussions revealed that participants implemented intervention contents successfully in their everyday work. CONCLUSIONS This intervention was feasible and showed first promising intraindividual changes in psychological outcomes. Participants confirmed its practical relevance. As a next step, the intervention will be evaluated as part of a multicentre-randomised controlled trial within the project SEEGEN (SEElische GEsundheit am Arbeitsplatz KrankeNhaus).
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Affiliation(s)
- Felicitas Stuber
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
| | - Tanja Seifried-Dübon
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
| | - Elena Tsarouha
- Institute of Occupational and Social Medicine and Health Services Research, University Hospital Tuebingen, Tuebingen, Germany
| | - Zahra Rahmani Azad
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
| | - Rebecca Erschens
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
| | - Ines Armbruster
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
| | | | - Nadine Mulfinger
- Department of Psychosomatic Medicine and Psychotherapy, Ulm University Medical Center, Ulm, Germany
| | - Andreas Müller
- Institute of Psychology, Work and Organisational Psychology, University of Duisburg-Essen, Essen, Germany
| | - Peter Angerer
- Institute of Occupational, Social and Environmental Medicine, Centre for Health and Society, Faculty of Medicine, University of Duesseldorf, Duesseldorf, Germany
| | - Madeleine Helaß
- Department for General Internal Medicine and Psychosomatics, University Hospital Heidelberg, Heidelberg, Germany
| | - Imad Maatouk
- Department for General Internal Medicine and Psychosomatics, University Hospital Heidelberg, Heidelberg, Germany
| | - Christoph Nikendei
- Department for General Internal Medicine and Psychosomatics, University Hospital Heidelberg, Heidelberg, Germany
| | - Sascha Ruhle
- Chair of Business Administration, Human Resource Management and Organisation Studies, Heinrich Heine University Duesseldorf, Duesseldorf, Germany
| | - Bernd Puschner
- Psychiatry and Psychotherapy II, Ulm University, Ulm, Germany
| | - Harald Gündel
- Department of Psychosomatic Medicine and Psychotherapy, Ulm University Medical Center, Ulm, Germany
| | - Monika A Rieger
- Institute of Occupational and Social Medicine and Health Services Research, University Hospital Tuebingen, Tuebingen, Germany
| | - Stephan Zipfel
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
| | - Florian Junne
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
- Department of Psychosomatic Medicine and Psychotherapy, Otto von Guericke University Magdeburg, Magdeburg, Germany
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24
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Chen S, Li D, Yang C, Zhang X, Hou L. The Idea Is Mine! An Empirical Examination on the Effect of Leaders' Credit Claiming on Employees' Work Outcomes. Front Psychol 2022; 13:818454. [PMID: 35250752 PMCID: PMC8895274 DOI: 10.3389/fpsyg.2022.818454] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/19/2021] [Accepted: 01/31/2022] [Indexed: 11/13/2022] Open
Abstract
Existing studies mainly explored the detrimental effect of employee credit claiming, and little is known about how leader credit claiming can affect employees. Based on affective events theory and relative deprivation theory, we explore how leader credit claiming affects employee work outcomes (i.e., voice behavior and job performance) by the research methods of literature review, interview, and empirical questionnaire. With a sample of 418 matched leader-employee pairs from a large manufacturing company, we find that leader credit claiming influences employee work outcomes through the mediating role of employee anger and perceived unfairness. Additionally, we determine that leader credit-claiming attribution (i.e., to protect employees) has a moderating influence on the relationship between credit claiming and anger and between credit claiming and perceived unfairness. The results support all hypotheses. Furthermore, we discuss the theoretical and practical implications of the findings.
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Affiliation(s)
- Siyuan Chen
- School of Economics and Management, Beijing Jiaotong University, Beijing, China
| | - Daiheng Li
- Business School, Beijing Wuzi University, Beijing, China
| | - Chun Yang
- School of Economics and Management, Beijing Jiaotong University, Beijing, China
| | - Xijing Zhang
- School of Economics and Management, Beijing Jiaotong University, Beijing, China
| | - Liang Hou
- School of Business, Renmin University of China, Beijing, China
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25
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Stempel CR, Siestrup K. Suddenly Telework: Job Crafting as a Way to Promote Employee Well-Being? Front Psychol 2022; 12:790862. [PMID: 35095676 PMCID: PMC8795870 DOI: 10.3389/fpsyg.2021.790862] [Citation(s) in RCA: 6] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/07/2021] [Accepted: 12/23/2021] [Indexed: 11/13/2022] Open
Abstract
COVID-19 confronted many people with an abrupt shift from their usual working environment to telework. This study explores which job characteristics are perceived as most crucial in this exceptional situation and how they differ from people's previous working conditions. Additionally, we focus on job crafting as a response to this situation and how it is related to employees' well-being. We conducted an online survey with N = 599 participants, of which 321 reported that they were telework newcomers. First, we asked participants to indicate the three most important advantages and disadvantages they see in telework. The subsequent questionnaire contained a comprehensive measure of working conditions before and during the pandemic, job crafting behaviors, and indicators of well-being. Based on the qualitative answers, we identified three major advantages and disadvantages. Quantitative results indicate perceived changes in all job characteristics for telework newcomers. Concerning working conditions and well-being, job crafting activities that aim to increase structural and social resources are important mediators. The findings underline the need to design appropriate telework conditions and encourage job crafting activities to foster occupational well-being.
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Affiliation(s)
- Christiane R Stempel
- Department of Work and Organizational Psychology, Faculty of Psychology, FernUniversität Hagen, Hagen, Germany
| | - Katja Siestrup
- Department of Work and Organizational Psychology, Faculty of Psychology, FernUniversität Hagen, Hagen, Germany
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26
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Krampitz J, Seubert C, Furtner M, Glaser J. Self‐leadership: A meta‐analytic Review of Intervention Effects on Leaders’ Capacities. JOURNAL OF LEADERSHIP STUDIES 2021. [DOI: 10.1002/jls.21782] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/06/2022]
Affiliation(s)
- Julia Krampitz
- Institute of PsychologyUniversity of InnsbruckInnsbruckAustria
| | | | - Marco Furtner
- Institute for EntrepreneurshipUniversity of LiechtensteinVaduzLiechtenstein
| | - Jürgen Glaser
- Institute of PsychologyUniversity of InnsbruckInnsbruckAustria
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27
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Human Resources during COVID-19: A Monthly Survey on Mental Health and Working Attitudes of Czech Employees and Managers during the Year 2020. SUSTAINABILITY 2021. [DOI: 10.3390/su131810055] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/07/2023]
Abstract
This study investigates the effect of COVID-19 lockdowns and non-lockdown phases on managers and employees in the Czech Republic in the year 2020. The Czech Republic came through the first COVID-19 wave in spring 2020 with low case numbers, but became one of the countries with the highest case incidences in the second autumn wave in Europe. The study focused on examining the differences of perceptions on digital readiness of the company, working style, and mental health variables of working personnel in lockdown and non-lockdown phases. Data was obtained by an online survey conducted monthly from March-2020 to December-2020 with the same questions each month. Collected data consisted of respondents’ basic information on the actual situation, on perceptions on company and technology and on perceptions of the own mental state in the given month, retrieved from a pool of employees and managers from the Czech Republic machine and equipment manufacturers’ industry. Statistical analysis was conducted with the Kruskal-Wallis test for ordinal variables to check for significant differences in perceptions during 2020. Results show that managers in general and telecommuting-experienced workers in particular are better able to adapt to forced home office, while telecommuting-inexperienced employees struggle to adapt positively even with increasing company support and with an increasing digital team communication.
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28
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Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support. SUSTAINABILITY 2021. [DOI: 10.3390/su13179526] [Citation(s) in RCA: 10] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management?
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The Role of Employee Self-Efficacy in Top-Down Burnout Crossover: A Longitudinal Study. J Occup Environ Med 2021; 62:803-809. [PMID: 32472850 DOI: 10.1097/jom.0000000000001924] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/11/2022]
Abstract
: Burnout has been a prominent topic in the management research for over 30 years. Yet few studies have explored the conditions that foster burnout from managers to employees (indirect crossover). Based on the principle of behavioral plasticity, we propose that self-efficacy is an adaptive resource that enables employees to counter the potentially crossover effects of burnout (ie, emotional exhaustion and cynicism). This proposal is partially supported by the results of a longitudinal analysis of educators (principals and teachers): a moderating effect of employee self-efficacy was found, but only for emotional exhaustion, which is considered the basic individual stress dimension of burnout. More specifically, managerial emotional exhaustion was associated with lower emotional exhaustion over time in employees who reported higher self-efficacy, with the inverse association for employees with lower self-efficacy. This suggests that managers' emotional exhaustion can indirectly affect the experience of a congruent emotional state in their subordinates. Theoretical and practical implications are discussed.
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30
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Chen Z, Sun M. Qualitative Study on the Toxic Triangle Integration of Leadership Ostracism. Front Psychol 2021; 12:655216. [PMID: 34393895 PMCID: PMC8357989 DOI: 10.3389/fpsyg.2021.655216] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/18/2021] [Accepted: 06/28/2021] [Indexed: 11/13/2022] Open
Abstract
Leadership ostracism widely exists in all types of organizations, yet specific study regarding this trend is limited. With this study, we explore the influencing mechanisms of leadership ostracism through case interview based on literature analysis and grounded theory. Results show that leadership ostracism is the integration of a triadic interaction process between subordinate performance, leadership characteristics, and organizational environment. Based on Padilla's destructive leadership toxic triangle model, we constructed a toxic triangle model of leadership ostracism. Through comparison, we found that these two triad models overlap in the areas of narcissism and power consciousness of supervisors, the self-concept of subordinates, and the management system of situational factors, indicating that leadership ostracism is itself a type of destructive leadership. In addition, the uniqueness, and differences in leadership ostracism are reflected in the model, including stereotypes, and results orientation of supervisors, political skills, job performance, and cognitive style of subordinates, the power distance, Chaxu climate, and organizational politics of the situational elements. Theoretical and practical implications are discussed in the research field that provides prospects for future orientation.
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Affiliation(s)
- Zhixia Chen
- Department of Public Administration, College of Public Administration, Huazhong University of Science and Technology, Wuhan, China
| | - Mei Sun
- Department of Public Administration, College of Public Administration, Huazhong University of Science and Technology, Wuhan, China
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Wang C, Wei Y, Zhao X, Zhang X, Peng Y. Abusive Supervision and Creativity: Investigating the Moderating Role of Performance Improvement Attribution and the Mediating Role of Psychological Availability. Front Psychol 2021; 12:658743. [PMID: 34234710 PMCID: PMC8255386 DOI: 10.3389/fpsyg.2021.658743] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/26/2021] [Accepted: 05/17/2021] [Indexed: 11/13/2022] Open
Abstract
The existing studies have indicated that abusive supervision affects creativity; however, the specific impact mechanism is still unclear due to the uncertain relationship between leadership and employee creativity. Based on the resource perspective, this study examines the influence of abusive supervision on creativity through psychological availability (PA) and the moderating of this mediation by performance improvement attribution (PIA). Based on a survey of 234 employees', the hypotheses have been tested and the results reveal that abusive supervision had a detrimental effect on employee creativity partially mediated by employee PA, and employees' PIA moderated the mediation. This study offers new insights into the mechanisms associated with the relationship between abusive supervision and creativity.
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Affiliation(s)
- Can Wang
- School of Business Administration, Zhongnan University of Economics and Law, Wuhan, China
| | - Yongchang Wei
- School of Business Administration, Zhongnan University of Economics and Law, Wuhan, China
| | - Xuan Zhao
- School of Business Administration, Zhongnan University of Economics and Law, Wuhan, China
| | - Xuan Zhang
- School of Business Administration, Zhongnan University of Economics and Law, Wuhan, China
| | - Ye Peng
- School of Business Administration, Zhongnan University of Economics and Law, Wuhan, China
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32
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Hu Z, Li J, Kwan HK. The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality. HUMAN RESOURCE MANAGEMENT 2021. [DOI: 10.1002/hrm.22076] [Citation(s) in RCA: 7] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Affiliation(s)
- Zhonghui Hu
- College of Business Shanghai University of Finance and Economics Shanghai China
| | - Jinsong Li
- College of Business Shanghai University of Finance and Economics Shanghai China
| | - Ho Kwong Kwan
- Department of Organizational Behavior and Human Resource Management China Europe International Business School (CEIBS) Shanghai China
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33
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Wang L, Lin H, Jiang W. Effects of Project Leader Workplace Anxiety on Project Team Member Organizational Citizenship Behavior: A Moderated Mediation Model. PROJECT MANAGEMENT JOURNAL 2021. [DOI: 10.1177/87569728211007027] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/20/2022]
Abstract
This study investigates how and when project leader workplace anxiety influences project team member organizational citizenship behavior (OCB). Drawing from social information processing theory and the dual process model, we propose that project leader workplace anxiety negatively affects project team member OCB via job frustration and career adaptability. We also propose that project team member core self-evaluation moderates these hypothesized relationships. We test our hypotheses using multisource and time-lagged data from a sample of 269 matched project leader-member dyads. Theoretical and practical implications and future research directions are discussed.
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Affiliation(s)
- Linlin Wang
- Business School, Nankai University, Tianjin, China
| | - Han Lin
- School of Engineering Audit, Jiangsu Key Laboratory of Public Project Audit, Nanjing Audit University, Nanjing, China
| | - Wan Jiang
- College of Management and Economics, Tianjin University, Tianjin, China
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34
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Urrila LI. From personal wellbeing to relationships: A systematic review on the impact of mindfulness interventions and practices on leaders. HUMAN RESOURCE MANAGEMENT REVIEW 2021. [DOI: 10.1016/j.hrmr.2021.100837] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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35
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Osgood JM, Yates HK, Adler AB, Dyches KD, Quartana PJ. Tired and angry: Sleep, mental health, and workplace relational aggression. MILITARY PSYCHOLOGY 2021. [DOI: 10.1080/08995605.2021.1897490] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Jeffrey M. Osgood
- Center for Military Psychiatry and Neuroscience, Walter Reed Army Institute of Research, Silver Spring, Maryland
| | - Hunter K. Yates
- Center for Military Psychiatry and Neuroscience, Walter Reed Army Institute of Research, Silver Spring, Maryland
| | - Amy B. Adler
- Center for Military Psychiatry and Neuroscience, Walter Reed Army Institute of Research, Silver Spring, Maryland
| | - Karmon D. Dyches
- Military Operational Medicine Research Program, U.S. Army Medical Research and Development Command, Frederick, Maryland
| | - Phillip J. Quartana
- Center for Military Psychiatry and Neuroscience, Walter Reed Army Institute of Research, Silver Spring, Maryland
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36
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Farmanara P. Abusive Supervisory Behavior Aimed at Raising Work Group Performance. JOURNAL OF MANAGEMENT INQUIRY 2021. [DOI: 10.1177/1056492619889687] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Perceived abusive supervision implies detrimental human consequences and negative performance effects. However, paradoxically, there are numerous anecdotal reports on managers who appear to deliberately mistreat most of their subordinates in an effort to enhance work group performance, preferring abusive methods of influence over more constructive motivational approaches. Because destructive leadership theory does not provide a compelling explanation for this perplexing phenomenon, I conducted an inductive, longitudinal case study at the executive level of a large corporation to explore antecedents of performance-oriented abusive supervisory behavior. The analysis of rich, contextualized data reveals that empathic incompetence of superiors to consider the emotions, goals, and limitations of inferiors can imply a belief in the efficacy of harsh management tactics, resulting in abrasive supervisory conduct and an abusive supervision climate collectively perceived by subalterns. The findings suggest social dominance orientation (SDO) of upper-level managers to moderate these relationships through cognitive activation of abusive supervisory values.
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Affiliation(s)
- Parviz Farmanara
- University of Applied Sciences Würzburg-Schweinfurt, Schweinfurt, Germany
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37
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Moin MF, Wei F, Weng Q(D. Abusive supervision, emotion regulation, and performance. INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT 2020. [DOI: 10.1111/ijsa.12301] [Citation(s) in RCA: 12] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
Affiliation(s)
- Muhammad Farrukh Moin
- School of Economics and Management Tongji University Shanghai China
- School of Management University of Science and Technology of China Hefei Anhui China
| | - Feng Wei
- School of Economics and Management Tongji University Shanghai China
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38
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Walsh MM, Arnold KA. The bright and dark sides of employee mindfulness: Leadership style and employee well-being. Stress Health 2020; 36:287-298. [PMID: 31957962 DOI: 10.1002/smi.2926] [Citation(s) in RCA: 13] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Received: 08/05/2019] [Revised: 12/06/2019] [Accepted: 01/10/2020] [Indexed: 11/06/2022]
Abstract
In this study, we use a social information processing perspective to propose that employee mindfulness will boost the positive relationship between transformational leadership and employee well-being and will amplify the negative relationship between abusive supervision and employee well-being. We found, using a time-lagged survey of 246 employees (controlling for baseline well-being), that employee mindfulness strengthened the positive relationship between transformational leadership and psychological well-being. Furthermore, employee mindfulness intensified the relationship between abusive supervision and employee psychological well-being. This study shows the benefits of employee mindfulness in certain contexts and reveals one potential dark side of mindfulness at work. We conclude with a general discussion of this study and outline future directions for research.
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Affiliation(s)
- Megan M Walsh
- Edwards School of Business, University of Saskatchewan, Saskatoon, Saskatchewan, Canada
| | - Kara A Arnold
- Faculty of Business Administration, Memorial University of Newfoundland, St. John's, Newfoundland, Canada
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Parent-Rocheleau X, Tremblay M. Energy Crossover from Leader to Followers: A Time-lagged Study of the Effects of Energy Discrepancy and Leader-Member Exchange. REVISTA DE PSICOLOGÍA DEL TRABAJO Y DE LAS ORGANIZACIONES 2020. [DOI: 10.5093/jwop2020a13] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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Doe F, Puplampu BB, Preko A. Causes of coercive management behaviour, dimensions and occupations. INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS 2020. [DOI: 10.1108/ijoa-01-2019-1640] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to identify the specific causes of individual dimensions of coercive management behaviour (CMB) and identify the relationship between individual causes of CMB and the deployment of individual dimension of CMB as well as propose the matching of anti-CMB solutions to occupational types.
Design/methodology/approach
This study used a sample of 371 respondents randomly selected from 10 of 100 accredited universities in Ghana. The data were gathered using an instrument that was measured on five-point Likert scale, ranging from “strongly disagree = 1” to “strongly agree = 5”. Then the least squares regression analysis was also used in testing the hypothesis.
Findings
This study identified the potent effect of causality in determining the CMB in organisations. Again, a regression of the individual causes on individual dimensions of CMB clearly shows that there is a strong relationship between specific causes and individual dimensions of CMB. The results show clearly that each CMB cause has a different effect and unequal level of significance in relation to specific dimensions.
Research limitations/implications
Though this research attempted to find the relationship between causes of CMB and the CMB dimensions deployed in universities, the identified causes are only the causes elucidated through a new scale developed Doe (2018). Other possible causes of CMB were not factored into this research’s objectives. It is possible therefore that further research can link some other causes not mentioned in this work to dimensions of CMB which are intimidation, threat to personal standing, threat to professional standing, social isolation and work-related harassment. It is therefore suggested that more research will be necessary to ascertain which dimensions produce which effects and in what proportion in victims of CMB. Second, as a result of the fact that this is a novel area, formulating a hypothesis for the mediation of occupational types in the relationship between causes and dimensions is difficult. Hence, although the findings present a theory of a moderation of occupational characteristics on the relationship between causes of CMB and specific dimensions of CMB in the university, this theory was not tested. However, in spite of this, the researchers propose this perspective as the paper’s contribution to the body of the literature as a novel research interest worth looking into. It is thus relevant and significant to ignite research interest in this direction. Finally, data used in the study was conjoint thereby leaving no room for a comparative analysis of public versus private universities. This limitation should therefore provide a base for further research.
Practical implications
The research findings have practical policy implications. This includes providing the basis for designing policies that suit the needs of employees in any organisation. This therefore prevents a one-size-fits-all approach which may not be effective in all cases. Second, corporate governance is enhanced through the identification and resolving of context-specific factors that provide the seedbed for institutionalised bullying. Theoretically, the research findings also have implications. The findings enhance the cause and effect discussion of the phenomenon in the sense that being able to identify what causes more harm to the well-being of employees in a given organisation provides the vital link to crafting the right context-specific antidote to the phenomenon. Again, the relationship between causes of CMB and dimensions of CMB has been established. Having established this relationship, it is recommended that research focus should be directed at investigating differences in organisational cultures of various occupations and how they contribute towards providing the ideal environment for the causative factors in the CMB phenomenon to thrive. The establishment of the relationship between occupation types and causes and/or dimensions of CMB will unearth the critical nexus that needs to be found between type of occupations and the reverse relationship they have with causes through the lens of the dimensions deployed in the organisation. This will further enhance the understanding of the CMB phenomenon.
Originality/value
This study contributes significantly to research by bringing to attention of researchers and practitioners the linkage between causes and dimensions of CMB and thus enables organisations to tailor solutions to this phenomenon to the most pertinent causes of the dimensions experienced by victims.
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Carleton RN, Afifi TO, Taillieu T, Turner S, Mason JE, Ricciardelli R, McCreary DR, Vaughan AD, Anderson GS, Krakauer RL, Donnelly EA, Camp RD, Groll D, Cramm HA, MacPhee RS, Griffiths CT. Assessing the Relative Impact of Diverse Stressors among Public Safety Personnel. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2020; 17:E1234. [PMID: 32075062 PMCID: PMC7068554 DOI: 10.3390/ijerph17041234] [Citation(s) in RCA: 71] [Impact Index Per Article: 17.8] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Download PDF] [Subscribe] [Scholar Register] [Received: 12/09/2019] [Revised: 02/07/2020] [Accepted: 02/09/2020] [Indexed: 12/29/2022]
Abstract
Public Safety Personnel (PSP; e.g., correctional workers and officers, firefighters, paramedics, police officers, and public safety communications officials (e.g., call center operators/dispatchers)) are regularly exposed to potentially psychologically traumatic events (PPTEs). PSP also experience other occupational stressors, including organizational (e.g., staff shortages, inconsistent leadership styles) and operational elements (e.g., shift work, public scrutiny). The current research quantified occupational stressors across PSP categories and assessed for relationships with PPTEs and mental health disorders (e.g., anxiety, depression). The participants were 4820 PSP (31.7% women) responding to established self-report measures for PPTEs, occupational stressors, and mental disorder symptoms. PPTEs and occupational stressors were associated with mental health disorder symptoms (ps < 0.001). PSP reported substantial difficulties with occupational stressors associated with mental health disorder symptoms, even after accounting for diverse PPTE exposures. PPTEs may be inevitable for PSP and are related to mental health; however, leadership style, organizational engagement, stigma, sleep, and social environment are modifiable variables that appear significantly related to mental health.
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Affiliation(s)
- R. Nicholas Carleton
- Department of Psychology, Anxiety and Illness Behaviours Laboratory, University of Regina, Regina, SK S4S 0A2, Canada (R.L.K.)
| | - Tracie O. Afifi
- Rady Faculty of Health Sciences, University of Manitoba, Winnipeg, MB R3E 0W3, Canada; (T.O.A.); (T.T.); (S.T.)
| | - Tamara Taillieu
- Rady Faculty of Health Sciences, University of Manitoba, Winnipeg, MB R3E 0W3, Canada; (T.O.A.); (T.T.); (S.T.)
| | - Sarah Turner
- Rady Faculty of Health Sciences, University of Manitoba, Winnipeg, MB R3E 0W3, Canada; (T.O.A.); (T.T.); (S.T.)
| | - Julia E. Mason
- Department of Psychology, Anxiety and Illness Behaviours Laboratory, University of Regina, Regina, SK S4S 0A2, Canada (R.L.K.)
| | - Rosemary Ricciardelli
- Department of Sociology, Memorial University of Newfoundland, Saint John’s, NL A1C 5S7, Canada;
| | - Donald R. McCreary
- Donald McCreary Scientific Consulting, Vancouver Island, BC V9K 2R8, Canada;
| | - Adam D. Vaughan
- Office of Applied Research and Graduate Studies, Justice Institute of British Columbia, New Westminster, BC V3L 5T4, Canada; (A.D.V.); (G.S.A.)
| | - Gregory S. Anderson
- Office of Applied Research and Graduate Studies, Justice Institute of British Columbia, New Westminster, BC V3L 5T4, Canada; (A.D.V.); (G.S.A.)
| | - Rachel L. Krakauer
- Department of Psychology, Anxiety and Illness Behaviours Laboratory, University of Regina, Regina, SK S4S 0A2, Canada (R.L.K.)
| | | | - Ronald D. Camp
- Hill-Levene Schools of Business, University of Regina, Regina, SK S4S 0A2, Canada;
| | - Dianne Groll
- Departments of Psychiatry and Psychology, Queen’s University, Kingston, ON K7L 3N6, Canada; (D.G.); (H.A.C.)
| | - Heidi A. Cramm
- Departments of Psychiatry and Psychology, Queen’s University, Kingston, ON K7L 3N6, Canada; (D.G.); (H.A.C.)
| | - Renée S. MacPhee
- Department of Kinesiology and Physical Education, Wilfrid Laurier University, Waterloo, ON N2L 3C5, Canada;
| | - Curt T. Griffiths
- School of Criminology, Simon Fraser University, Burnaby, BC V5A 1S6, Canada;
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David EM, Shoss MK, Johnson LU, Alan Witt L. Emotions running high: Examining the effects of supervisor and subordinate emotional stability on emotional exhaustion. JOURNAL OF RESEARCH IN PERSONALITY 2020. [DOI: 10.1016/j.jrp.2019.103885] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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43
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Dóci E, Hofmans J, Nijs S, Judge TA. Leaders under pressure: time pressure and state core self-evaluations as antecedents of transformational leadership behaviour. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1080/1359432x.2020.1714717] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
Affiliation(s)
- Edina Dóci
- School of Business and Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands
| | - Joeri Hofmans
- Faculty of Psychology and Educational Sciences, Work and Organizational Psychology, Vrije Universiteit Brussel, Brussel, Belgium
| | - Sanne Nijs
- School of Business and Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands
| | - Timothy A. Judge
- Fisher College of Business, The Ohio State University, Columbus, OH, USA
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44
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Mindful leadership: Evaluation of a mindfulness-based leader intervention. GIO-GRUPPE-INTERAKTION-ORGANISATION-ZEITSCHRIFT FUER ANGEWANDTE ORGANISATIONSPSYCHOLOGIE 2019. [DOI: 10.1007/s11612-019-00482-0] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
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45
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Dionisi AM, Barling J. What happens at home does not stay at home: The role of family and romantic partner conflict in destructive leadership. Stress Health 2019; 35:304-317. [PMID: 30735006 DOI: 10.1002/smi.2858] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Received: 08/16/2017] [Revised: 01/24/2019] [Accepted: 02/02/2019] [Indexed: 11/08/2022]
Abstract
Why leaders behave the way they do is of considerable importance. Our goal in this research was to understand how family-to-work conflict and romantic relationship conflict influence two different forms of destructive leadership, namely, abusive supervision and passive leadership. To do so, we invoke the conservation of resources theory. One hundred twenty-three leader-follower dyads participated. Leaders completed questionnaires on their own family-to-work conflict and romantic relationship conflict, depressive symptoms, and cognitive distraction. Their followers rated their abusive supervision and passive leadership. With the use of Hayes's PROCESS program, depressive symptoms mediated the effects of family-to-work conflict and romantic relationship conflict on abusive supervision, whereas cognitive distraction mediated the effects of family-to-work conflict on passive leadership. Implications and several directions for further research are offered.
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Affiliation(s)
- Angela M Dionisi
- Sprott School of Business, Carleton University, Ottawa, ON, Canada
| | - Julian Barling
- Smith School of Business, Queen's University, Kingston, ON, Canada
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Köppe C, Schütz A. Healthy Leaders: Core Self-Evaluations Affect Leaders' Health Behavior Through Reduced Exhaustion. Front Psychol 2019; 10:998. [PMID: 31354554 PMCID: PMC6636384 DOI: 10.3389/fpsyg.2019.00998] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/09/2018] [Accepted: 04/15/2019] [Indexed: 12/04/2022] Open
Abstract
Leaders’ self-directed health behavior (i.e., SelfCare behavior) plays an important role in the health and well-being of both leaders and employees but has been neglected in research so far. This study was aimed at investigating the antecedents of SelfCare behavior in terms of the personal characteristics of the leaders. In a sample of 150 (98 male, 52 female) German leaders from a wide range of organizations, we examined the direct and indirect effects of core self-evaluations (i.e., CSEs) on leaders’ SelfCare behavior. We predicted that CSEs would be positively related to SelfCare behavior with reduced exhaustion as a mediator, and organizational health climate (i.e., OHC) as a moderator of this relationship. Results showed that CSEs were positively related to SelfCare behavior and that the reduced exhaustion mediated this relationship. There was no evidence that OHC moderated the positive relationship between CSEs and SelfCare behavior. Theoretical and practical implications of the study are discussed.
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Affiliation(s)
- Christina Köppe
- Competence Centre for Personnel Psychology, University of Bamberg, Bamberg, Germany
| | - Astrid Schütz
- Competence Centre for Personnel Psychology, University of Bamberg, Bamberg, Germany
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47
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Coercive management behaviour causes scale: validation and reliability. INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS 2019. [DOI: 10.1108/ijoa-08-2018-1508] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this study is to provide a link that will close the gap in the field in respect of the methods used to measure the causes of coercive management behaviour (CMB) in universities and analogous institutions. Second, cultural and geographical differences and absence of studies of the phenomenon in the African university context have instigated researchers’ decision to design new scales to identify and measure the causes of CMB in the workplace.
Design/methodology/approach
A total of 371 respondents were surveyed in a cross-sectional survey using a developed scale which had 20 items. The study adopted the latent variable approach to scale development.
Findings
Following an exploratory factor analysis done, five factors were extracted for the measurement of causes of CMB. A Cronbach alpha for all five factors to measure causes of CMB revealed validity for the administrative, social, organisational, cultural and governance elements. The research therefore surmised that the instrument developed to measure causes of CMB proposed is valid.
Research limitations/implications
The study provides a vital bridge in the gap between the occurrence of CMB and the identification and measurement of its causes in universities thus contributing to knowledge.
Practical implications
As a nation that is heavily imbued with culture, there is need to push for modifications in culture at the national level and within the African setting so as to ensure curtailment or total eradication of CMB for the future.
Originality/value
The study brings to research attention hitherto unmarked causes of CMB by providing a validated instrument that can be used to measure causes of the phenomenon.
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Kaluza AJ, Boer D, Buengeler C, van Dick R. Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination. WORK AND STRESS 2019. [DOI: 10.1080/02678373.2019.1617369] [Citation(s) in RCA: 26] [Impact Index Per Article: 5.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
Affiliation(s)
- Antonia J. Kaluza
- Institute of Psychology, Goethe University Frankfurt, Frankfurt, Germany
| | - Diana Boer
- Institute of Psychology, University of Koblenz-Landau, Koblenz, Germany
| | | | - Rolf van Dick
- Institute of Psychology, Goethe University Frankfurt, Frankfurt, Germany
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49
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Principal resilience and vitality in extremis. INTERNATIONAL JOURNAL OF EDUCATIONAL MANAGEMENT 2019. [DOI: 10.1108/ijem-05-2018-0163] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
High-stakes accountability and continuous multi-faceted pressures of the principalship require leaders to develop a broad range of personal qualities including resilience and personal vitality. Scant research exists on what happens to school principals when careers abruptly and involuntarily end, and the purpose of this paper is sought to hear principals’ accounts of their experiences and to identify whether these personal qualities assist recovery and career re-identification.
Design/methodology/approach
A collaborative English and Australian study of former principals aimed to evaluate effects of involuntary job loss from their own perspectives. In total, 12 case studies involved one-on-one interviews during a two-year period revealing impact of job loss, coping strategies, resilience and personal vitality.
Findings
Successful management indicators were found: personal qualities, including the ability to retain a perspective and big picture view of career journey; an enduring love of teaching; health and fitness; study; getting another suitable post; and psychological and medical support. Time taken to regain pre-existing levels of personal vitality varied significantly based on resilience and contextual circumstances, whilst psychological and social support from family and professional colleagues was invaluable for recovery.
Originality/value
This international study presents an original insight into effects of principals’ sudden job loss – a perspective which has imposing pastoral relevance for employing authorities, professional associations and collegial networks. Aspiring and current principals may feel, “There but for the grace of God, go I”, and it is they who may need ultimately to be prepared for what is an increasingly common occurrence in schools across the world.
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50
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Watkins T, Fehr R, He W. Whatever it takes: Leaders' perceptions of abusive supervision instrumentality. THE LEADERSHIP QUARTERLY 2019. [DOI: 10.1016/j.leaqua.2018.09.002] [Citation(s) in RCA: 18] [Impact Index Per Article: 3.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/09/2023]
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