Creativity and Emotional Exhaustion in Virtual Work Environments: The Ambiguous Role of Work Autonomy

The results regarding the relationship between creativity in virtual work environments and its influence on emotional exhaustion are inconclusive. Furthermore, autonomy, when it loses its original purpose of acting as a job resource, takes on an ambiguous role that needs further research.

OBJECTIVE

To analyze the relationship between creativity and emotional exhaustion, along with the role assumed by work autonomy in this link, in an online work context.

METHODOLOGY

The sample was formed of 448 employees with university studies. The statistical analysis was conducted through a simple moderation process.

RESULTS

Creativity and work autonomy mitigate emotional exhaustion. In fact, work autonomy plays a moderating role regarding the relationship between creativity and emotional exhaustion. Control over work surely reduces the impact of work-related stressors, and this safety climate promotes adaptive and original responses that improve employees' emotional health. However, when creative demands coincide with an autonomy that extends working hours, instead of establishing limits, this supposed benefit becomes a demand that prevents employees from disconnecting, until emotionally exhausting them.

CONCLUSION

A virtual work environment is an ideal habitat for creativity and self-management to improve employees' emotional health, as long as work autonomy acts as a resource.

How Transformational Leadership Affects the Off-work Recovery of Daily Personal Energy Resources via Work Engagement: Resource and Demand-based Pathways

This study focuses on the transformational leadership-work engagement relationship by investigating resource and demand pathways for daily off-work recovery and employee wellbeing (EWB). While previous research highlighted how transformational leadership energizes employees to engage at work, energy is a finite resource requiring daily restoration for EWB. Yet, how the leader's energizing effect relates to daily employees' recovery remains unknown. Following job demands-resource-recovery theory, we test two pathways that relate the transformational leadership-work engagement relationship to daily employee recovery: (a) Resource-based via resource-building, (b) demand-based via increased demands. Utilizing a 10-day, two daily measurement (N = 88) study, multilevel path analyses revealed: transformational leadership predicted via work engagement (b = .17, p < .05) role clarity (b = .56, p < .01), then positive (b = .39, p < .01), and negative work-nonwork spillover (b = -.38, p < .01). Positive work-nonwork spillover predicted recovery positively (b = .25, p < .01), negative work-nonwork spillover negatively (b = -.40, p < .01). Recovery predicted EWB for positive (b = .38, p < .01) and for negative (b = -.43, p < .01) affect. Work engagement predicted workload (b = .35, p < .01), further negative (b = .33, p < .01) and positive work-nonwork spillover (b = -.16, p < .01), hampering EWB. As one pathway effect might cancel the other, the main effect of transformational leadership on EWB was not significant in the integrative model (p > .05). Results highlight dark and bright sides of the transformational leadership-work engagement relationship regarding daily recovery.

Stop (to Work) and Go (to Recover) During Mandatory Work From Home: A Three-Wave Study

During the COVID-19 pandemic, many workers have been forced to work from home. In this situation, the boundaries between work and private life have become particularly blurred, and recovering from work was even more difficult than in traditional times, with negative consequences for workers' health. Among the psychological experiences that might underlie the recovery process, mastery played a crucial role as people sought new stimuli and challenging situations. However, there are few articles that have explored the role of this specific recovery experience, its antecedents, and the health consequences under conditions of work from home. Therefore, in this multiwave study, we aimed to investigate the role of mastery as a mediator between supervisor support and insomnia problems. The study was conducted during the COVID-19 pandemic in Italy and had a three-wave design. A convenience sample of 130 employees (67% women) completed an online questionnaire. Hypotheses were tested using a three-wave autoregressive cross-lagged panel model. According to the results, supervisor support at Time 1 was positively related to mastery at Time 2, which in turn showed a negative association with insomnia at Time 3. The results demonstrated that mastery experiences have played a crucial role during COVID-19 mandatory work from home, which points to some potential implications for workers' health in the adoption of teleworking beyond the emergency situation.

The Influence of Leadership on Employees' Work-nonwork Interface and Wellbeing: A Scoping Review

Many current working conditions are characterized by increasing blurred boundaries between work and nonwork with spillover that impact employees' and recovery processes and wellbeing. Research, although emerging, considers these processes in the leadership-wellbeing relationship insufficiently. The main aim of this study, therefore, was to enhance our understanding of the role of leadership on employee's work-nonwork interface and wellbeing. To address these processes adequately, longitudinal research is most appropriate. To our best knowledge, no review exists that could inform longitudinal studies on the leadership-employee wellbeing relationship with a focus on spillover and recovery processes. Following the PRISMA Extension for Scoping Reviews, we apply a narrative synthesis of 21 identified studies to organize the research landscape. We make three main contributions: First, we adopt an integrated resource-demands based process perspective and expand the leadership-employee wellbeing relationship by including spillover and recovery. Second, we map the used theoretical approaches and analyzed research gaps. Third, we offer a list of the issues and potential remedies of applied methodologies to orient further research. Results show, that while work-nonwork research is predominantly approached from a negative conflict-based view, research focused more on positive than on negative leadership. We identify two broad categories of investigated mechanisms, namely bolstering/hampering mechanisms, and buffering/strengthening mechanisms. Findings also highlight the importance of personal energy resources and therefore call for more attention to affect-driven theories. The identified predominance of the IT and healthcare sectors and of working parents warrants more representative research. We offer recommendations to advance future research both theoretically and methodologically.

Should I Stay or Should I Go (to the Office)?-Effects of Working from Home, Autonomy, and Core Self-Evaluations on Leader Health and Work-Life Balance

Leaders represent a high-demand group in organizations. The effects of leaders' personal and workplace resources on their health and work-life balance have often slipped under the radar, as most studies are directed outwardly and focus on follower outcomes. With this study, we closed a gap in the research and investigated the positive effects of remote work, autonomy, and leaders' core-self evaluations (CSE) on two important leader outcomes: health and work-life balance. We hypothesized that the relationship between remote work and the outcomes would be moderated by leaders' CSE and their autonomy-in such a way that leaders with lower resources benefit more from remote work and achieve better health and work-life balance the more days they spend working from home. A sample of 367 leaders reported their frequency of working from home, their autonomy, and CSE. Their health and work-life balance were assessed five months later. Results showed a moderating effect of CSE on both outcomes, indicating that leaders with low CSE benefit more in terms of health and work-life balance. There was no moderating effect of autonomy. Leaders with high resources (autonomy and CSE) had overall higher levels of health and work-life balance regardless of work location. Practitioners in organizations should consider working from home as a resource for leaders, particularly if personal resources are lower.

Job demands-resources theory in times of crises: New propositions

This theoretical paper presents an extended Job Demands–Resources (JD–R) theory aimed at understanding how organizations and their employees can best deal with COVID-19 and other crises in the workplace. The crisis showed that job characteristics alone are insufficient to explain employee health and motivation, i.e., the two focal outcomes of the JD-R theory. Rather, demands and resources of the individual, the family, the job and the organization interact with each other to predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. This was possible by integrating the crisis management literature in JD-R theory. Viewing the crisis from a job design perspective helped us to introduce several new and testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.

Plain Language Summary

Organizations have been struggling to find out how their employees are affected by the COVID-19 pandemic and what they can do to support their well-being and improve their functioning during the pandemic and beyond. The well-being and job performance of individual employees are difficult to predict which becomes even more complicated during times of crisis. The Job Demands–Resources theory is a helpful means because it suggests that employee health and motivation are outcomes of two different processes, i.e., the health impairment process and the motivational process. Job demands, such as work pressure and demanding customers, exhaust the energy of employees and consequently diminish their health, whereas job resources, such as autonomy and social support, help employees to deal with the demands and to develop themselves. The pandemic showed that the interplay between demands and resources of the individual, the job, the family and the organization predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. Viewing the crisis from a job design perspective helped us to introduce in the Job Demands–Resources theory several testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.

Work schedule flexibility and teleworking were not good together during COVID-19 when testing their effects on work overload and mental health

The COVID-19 pandemic has driven organizations to implement various flexible work arrangements. Due to a lack of longitudinal studies, there is currently no consensus in specialized literature regarding the consequences of flexible work arrangements on employee mental health, as well any long term potential impacts. Using the Job Demand-Resource Model, this study documents consequences of the implementation of two types of flexible work arrangement: work schedule flexibility and teleworking on employee mental health over time, and the mediating role played by work overload during the accelerated implementation of flexible work arrangements in the course of the COVID-19 pandemic. Using a longitudinal design and probabilistic sampling, 209 workers participated in this study, twice answering a flexible work arrangement and mental health questionnaire during the pandemic. Findings of this moderated-mediation suggest that work schedule flexibility generates positive effects on mental health over time due to decreased work overload, but only for employees not working from home. These results offer theoretical and practical implications applicable to organizations considering implementation of flexible work arrangements, particularly with regard to how these flexible practices could support a balance between demand and resources, their impact on work overload, and employee mental health over time.

Virtual leadership in relation to employees' mental health, job satisfaction and perceptions of isolation: A scoping review

Background

The significant increase of digital collaboration, driven by the current COVID-19 pandemic, is resulting in changes in working conditions and associated changes in the stress-strain perception of employees. Due to the evident leadership influence on employees' health and well-being in traditional work settings, there is a need to investigate leadership in virtual remote work contexts as well. The objective of this scoping review was to assess the extent and type of evidence concerning virtual leadership in relation to employees' mental health, job satisfaction and perceptions of isolation.

Method

A search was undertaken in five databases, PubMed, Cochrane Library, PsycINFO, PSYNDEX and Web of Science, as well as reference lists of included articles on 9th February 2021 and an update on 28th September 2021. The search strategy was limited to English, German and French language, peer reviewed journal articles published from January 2000 onwards. This scoping review was conducted in accordance with the JBI methodology for scoping reviews. The methodological quality of the included studies was assessed using the JBI critical appraisal tools. A narrative synthesis was conducted.

Results

Nineteen studies met the eligibility criteria for this review. Overarching review findings suggested a positive link between virtual leadership and well-being, job satisfaction, and a negative link to psychological strain, stress and perceptions of isolation of digitally collaborating employees.

Conclusions

By mapping the available evidence on virtual leadership in relation to health and work-related employee outcomes, the review identified many research gaps in terms of content and methodology. Due to limited data, causal relationships were not derived. Future research is needed to examine the complex cause-and-effect relationships of virtual leadership in more detail.

What hinders team innovation performance? Three-way interaction of destructive leadership, intra-team conflict, and organizational diversity

This paper aims to clarify the impact of destructive leadership on team innovation performance. It also explores the relevant conditions that maximize the above relationship. Specifically we examine how intra-team conflict organizational diversity moderate the relationship between destructive leadership team innovation performance. Finally the three-way interaction between destructive leadership intra-team conflict organizational diversity is analyzed for the worst conditions to maximize the negative effect of destructive leadership on team innovation performance. This paper used a cross-sectional design with questionnaires administered to 87 teams with 479 team members working in Korean manufacturing service firms. It applied a hierarchical regression analysis to test the hypothesized relationships including three-way interaction effect among destructive leadership intra-team conflict organizational diversity on team innovation performance. This paper provided empirical insights about how destructive behaviors of team leader hindered team innovation performance. The three-way interaction effects also revealed that the higher the levels of both intra-team conflict organizational diversity the greater the negative effect of destructive leadership on team innovation performance. This paper demonstrates how team leaders’ behavior team organizational conditions result in discouraging overall innovation outcomes. This paper contributes to the innovation leadership literatures by identifying possible leadership type hindering innovation performance at team level the specific conditions their dynamic interaction strengthening the negative effect of destructive leadership on team innovation performance.

A Qualitative and Longitudinal Study on the Impact of Telework in Times of COVID-19

Mandatory teleworking has become a major tool of public authorities for mitigating the spread of COVID-19 when work activity allows it. A lexical and morphosyntactic analysis was performed with 22 employees interviewed at home by phone on two occasions during and after a national lockdown (April 2020 and March 2021). The results indicate that the organizational changes initially implemented became sustainable and highlight a change in work practices. Changes in working time structure were observed and led to a feeling of intensification and/or increase in working hours. The preservation of the professional bond through informal exchanges required a deliberate communicative effort. The lack of face-to-face social relations deprived employees of both their usual ways of working and the meaning they found in them. Finally, the continuation of the health crisis (phase 2) and the multiple reorganizations generated a decrease in wellbeing (mental wear and tear). Employees feared that the company’s management would retain a working model based mainly on remote working.

Incidences de la (ré)organisation du (télé)travail en temps de crise du point de vue de l’encadrement intermédiaire

Introduction

La pandémie Covid-19 a bouleversé l’organisation du travail et a marqué un tournant dans le déploiement du travail médiatisé et distant. Partout où la continuation de l’activité était possible à distance, le télétravail s’est imposé. Néanmoins, il s’exerce dans des conditions inédites et l’organisation des modalités de travail se définit au gré de l’évolution de la situation et des mesures sanitaires gouvernementales.

Objectif

Dans ce contexte, l’objectif de cette étude est de comprendre quelles sont, du point de vue des managers intermédiaires, les incidences du télétravail en confinement puis lors de la reprise progressive de l’activité sur site, d’une part, sur le travail, son organisation et ses conditions de réalisation et, d’autre part, sur les collectifs de travail, le rapport au travail et la qualité de vie des salariés.

Méthode

Dans cette perspective, nous avons mené une étude exploratoire et compréhensive par entretiens semi-directifs auprès de 17 directeurs de service en poste en France dans un organisme public.

Résultats

L’analyse lexicale et morphosyntaxique réalisée montre que les modalités d’organisation/réorganisation du travail à différents moments de la crise, leur impact sur l’activité de travail, l’expérience psychosociale du télétravail au sein des services et les pratiques managériales déployées (3 classes) ont pu constituer des opportunités mais aussi générer des risques.

Conclusion

Les résultats de cette étude permettent d’identifier les bénéfices mais aussi les retombées potentiellement délétères du recours au télétravail en période de crise et fournissent des éléments de réflexions quant à son déploiement post-pandémie.

The Show Must Go On: A Snapshot of Italian Academic Working Life during Mandatory Work from Home through the Results of a National Survey

During the COVID-19 pandemic, universities worldwide have provided continuity to research and teaching through mandatory work from home. Taking into account the specificities of the Italian academic environment and using the Job Demand-Resource-Recovery model, the present study provides, through an online survey, for the first time a description of the experiences of a large sample of academics (N = 2365) and technical and administrative staff (N = 4086) working in Italian universities. The study analyzes the main differences between genders, roles or work areas, in terms of some job demands, recovery experiences, and outcomes, all important dimensions to achieve goals 3, 4, and 5 of the 2030 Agenda for Sustainable Development. The results support the reflections on gender equality measures in universities and provide a general framework useful for further in-depth analysis and development of measures in order to improve well-being (SDG 3), quality of education (SDG 4), and gender equality (SDG 5).

Telework and Mental Health during COVID-19

COVID-19 has come to change societal organization. Due to lockdowns, work typologies have been rethought and telework has gained strength. However, the impact of the constant use of information and communication technologies on the mental health of workers needs to be considered. We aimed to investigate the impact of different work conditions on mental health, to which end we disseminated an online questionnaire during lockdowns to assess imagined surveillance, mobile maintenance expectation, communication overload, feelings of entrapment, depression, anxiety, stress, and flourishing in four groups (employed in telework, employed on-site, employed in layoff, and unemployed). We computed mean comparisons and serial mediations. We show that depression and anxiety were more prevalent in women; parents flourished more than people without children; and people with a higher level of education feel more entrapment. Crucially, we show that telework was associated with imagined surveillance and communication overload, which mediated the association with mobile maintenance expectations and entrapment (which was exacerbated by parenthood), impacting mental health and the quality of life. However, this was also partially observed in the remaining work conditions. Finally, flourishing worked as a protector against mental health issues in all work conditions. We discuss this given the massification of digital migration.

Enforced home-working under lockdown and its impact on employee wellbeing: a cross-sectional study

Background

The Covid-19 pandemic precipitated a shift in the working practices of millions of people. Nearly half the British workforce (47%) reported to be working at home under lockdown in April 2020. This study investigated the impact of enforced home-working under lockdown on employee wellbeing via markers of stress, burnout, depressive symptoms, and sleep. Moderating effects of factors including age, gender, number of dependants, mental health status and work status were examined alongside work-related factors including work-life conflict and leadership quality.

Method

Cross-sectional data were collected over a 12-week period from May to August 2020 using an online survey. Job-related and wellbeing factors were measured using items from the COPSOQIII. Stress, burnout, somatic stress, cognitive stress, and sleep trouble were tested together using MANOVA and MANCOVA to identify mediating effects. T-tests and one-way ANOVA identified differences in overall stress. Regression trees identified groups with highest and lowest levels of stress and depressive symptoms.

Results

81% of respondents were working at home either full or part-time (n = 623, 62% female). Detrimental health impacts of home-working during lockdown were most acutely experienced by those with existing mental health conditions regardless of age, gender, or work status, and were exacerbated by working regular overtime. In those without mental health conditions, predictors of stress and depressive symptoms were being female, under 45 years, home-working part-time and two dependants, though men reported greater levels of work-life conflict. Place and pattern of work had a greater impact on women. Lower leadership quality was a significant predictor of stress and burnout for both men and women, and, for employees aged > 45 years, had significant impact on level of depressive symptoms experienced.

Conclusions

Experience of home-working under lockdown varies amongst groups. Knowledge of these differences provide employers with tools to better manage employee wellbeing during periods of crisis. While personal factors are not controllable, the quality of leadership provided to employees, and the ‘place and pattern’ of work, can be actively managed to positive effect. Innovative flexible working practices will help to build greater workforce resilience.

Might insecurity and use of ICT enhance internet addiction and exhaust people? A study in two European countries during emergency remote working

Facing the spread of the SARS-CoV-2 pandemic, we have witnessed a strong recourse to generalised lockdowns and to the deployment of remote working. These emergency measures have also thrown employers and employees into uncertainty regarding the present and future existence of their job. The present study aimed to examine the role of job insecurity and job demands in non-working hours through technologies on emotional exhaustion mediated by Internet addiction. A total of 999 remote workers, 501 of whom live in France and 498 in Italy, completed a self-report questionnaire during the first lockdown. Results suggest that both job insecurity and the requests to use technology for work purposes during non-work time exacerbate emotional exhaustion through the mediation of Internet Addiction. Limitations, future perspectives, and implications for management are discussed.

Post-Pandemic Office Work: Perceived Challenges and Opportunities for a Sustainable Work Environment

The widespread adoption of remote and hybrid work due to COVID-19 calls for studies that explore the ramifications of these scenarios for office workers from an occupational health and wellbeing perspective. This paper aims to identify the needs and challenges in remote and hybrid work and the potential for a sustainable future work environment. Data collection involved two qualitative studies with a total of 53 participants, who represented employees, staff managers, and service/facility providers at three Swedish public service organisations (primarily healthcare and infrastructure administration). The results describe opportunities and challenges with the adoption of remote and hybrid work from individual, group, and leadership perspectives. The main benefits of remote work were increased flexibility, autonomy, work-life balance and individual performance, while major challenges were social aspects such as lost comradery and isolation. Hybrid work was perceived to provide the best of both worlds of remote and office work, given that employees and managers develop new skills and competencies to adjust to new ways of working. To achieve the expected individual and organisational benefits of hybrid work, employers are expected to provide support and flexibility and re-design the physical and digital workplaces to fit the new and diverse needs of employees.

The Good, the Bad and the Blend: The Strategic Role of the "Middle Leadership" in Work-Family/Life Dynamics during Remote Working

The ongoing epidemiological crisis has suddenly steered us towards a new futuristic work scenario in which most service sector employees work remotely, which could be a permanent reality for most service sector employees. This paper focuses on the strategic role that leadership could play in the radical change process that is taking place in work environments. Particular attention was paid to the role of ‘middle managers’ who perform an important function as a link between the strategic vision of top management and the workforce. In addition, special attention was paid to gender differences in work-life dynamics, which are particularly relevant in countries with traditional cultural identities. As this is a conceptual contribution, the most recent studies on this specific role of middle managers have been taken into account and embedded in the current scenario. Therefore, the main contribution in terms of originality was that the current review aimed to leverage such a legacy of knowledge and create a system of evidence-based practical implications for effectively supporting change in organizational culture through the identification of the most appropriate middle management leadership models for remote working that could prevent and/or limit any psychosocial risks (e.g., workaholism and technostress) and longer-term outcomes such as sustainable work-life interface.

Is job performance conditioned by work-from-home demands and resources?

Substantial research has been dedicated to describing remote work, yet the understanding of working from home since the Covid-19 pandemic remains rather limited. While recognising the necessity for exploring employees' perceptions and interaction with technology as the ultimate requirement for a functional work-from-home, this study observes the factors that would determine job performance. Thus, adhering to the Job Demands-Resources theory, we argue that employees' ICT (Information and Communication Technologies) anxiety and smartphone addiction can inhibit their work progress by provoking interruptions in the course and reducing the efficacy, further affecting performance. PLS-SEM (Partial Least Squares - Structural Equation Modelling) was employed to analyse the data collected by 363 employees working from home due to Covid-19 restrictive measures. The results reveal that employees' reluctance and apprehensiveness related to the use of ICT and their dependency on smartphone usage act as distractions that impact the efficient achievement of work goals. The ensued findings valuably contribute to the relevant body of knowledge, while the implications offer helpful strategies for improving work-from-home. Finally, companies must simplify the transition to the home office, providing employees with job management and tools to ensure uninterrupted and productive working processes.

Negative (Workaholic) Emotions and Emotional Exhaustion: Might Job Autonomy Have Played a Strategic Role in Workers with Responsibility during the Covid-19 Crisis Lockdown?

Decision-making autonomy may have played a crucial role in protecting, or on the contrary, intensifying the onset of negative psychological outcomes for workers with roles with responsibilities during the lockdown due to the Covid-19 crisis. The present study analyzed the emotional dimension of workaholism in relation to emotional exhaustion, considering decision-making autonomy as a moderator of this relationship, in a sample of 101 managers and freelancers in the middle of the lockdown in Italy (early April 2020). Results showed that the relationship between negative (workaholic) emotions and emotional exhaustion was moderated by decision-making autonomy and this moderation differed for managers and freelancers. In particular, the results showed that in the target of managers high levels of negative emotional experiences related to workaholism and low decision-making autonomy are associated with higher levels emotional exhaustion, while high levels of emotional experiences linked to workaholism and high decision-making autonomy produced significantly lower levels of emotional exhaustion. On the contrary, low levels of job autonomy were associated to higher level of emotional exhaustion when negative (workaholic) emotions were low for the freelancers. Limitations are related to the limited sample and the cross-sectional nature of the study. Practical implications lie in considering decision-making autonomy as a double-edged sword, such that when low it could be a risk for managers and when high it could be a risk for freelancers.