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While there exists a vast amount of research on strategy formulation, we know relatively little about how a formulated strategy is translated into results via strategic alignment. Middle managers are often noted as crucial actors in aligning employees to strategic organizational goals, yet their effective behaviors towards this end remain understudied. In response to various calls, this work reviews the available literature on the behaviors of middle managers in the context of strategic alignment of work-floor employees. We adopted a systematic literature review technique, starting with a thorough search with predefined search terms through ABI/Inform Complete and Scopus. The resulting thirteen empirical articles were content-analyzed by two independent raters, leading to a total of 169 behavioral items. Four meta-categories of middle-managerial behaviors were identified that support employee strategic alignment: (1) Direction-oriented behaviors (e.g., monitoring and checking performance); (2) Participation-oriented behaviors (e.g., offering help); (3) Encouragement-oriented behaviors (e.g., getting and giving feedback); and (4) Approachability-oriented behaviors (e.g., showing vulnerability). We present an integrative model of effective middle manager behaviors for employee strategic alignment, which includes, as extra yield, supportive middle managerial personality traits, knowledge and performance areas. Our specific and inclusive model fuels the needed future behavioral and quantitative studies, which can build upon a number of qualitative works that have been published to date, as our review has shown. Understanding exactly which middle managerial behaviors contribute to translating strategy into practice also helps coaches and HR officers in developing managers. This knowledge potentially improves the work lives of many employees.

Despite their common goals of improving employees' well-being and job performance and overall organizational performance, the leadership and human resource management (HRM) research streams have la...

PurposeThe purpose of this paper is to present a meaning‐based framework to understand the motivation of knowledge workers and an effective leadership model that suits that framework.Design/methodology/approachDefinitions of knowledge worker, meaning, complex adaptive systems and leadership are provided. The concept of meaning in work is explored through the constructs of work orientation and identity. Based on that, a global meaning framework for knowledge workers is outlined. Additionally, the servant leadership model is detailed and analyzed in light of the global meaning framework for knowledge workers and the need for complex adaptive behavior in successful knowledge‐based organizations.FindingsThe motivation of knowledge workers can be well understood from a meaning perspective, taking two constructs into account: work orientation and identity. The global meaning framework of knowledge workers is based on three main characteristics: work as a calling, need for a strong membership association with peers, and need for autonomy. Servant leadership is a model that fits well with those characteristics, potentially enabling the creation of a sense of meaning and purpose and consequently inducing the intrinsic motivation of knowledge workers. As a side‐effect, complex adaptive behavior will emerge, leading to both organizational and social performance.Originality/valueThe proposed model combines a meaning perspective with servant leadership theory to provide insight into the motivation of knowledge workers. This is posited in the context of complex adaptive behavior.

Interpersonal conflict at work correlates with stress related outcomes such as psychological strain and exhaustion. Consistent with conflict theory, we argued that this relationship is moderated by the way conflict is managed. Cross-sectional data collected in The Netherlands, from students with part-time jobs (Sample 1, n = 104), healthcare workers (Sample 2, n = 191), and mid-level administrative personnel (Sample 3, n = 161) indeed revealed that conflict was related to psychological strain and exhaustion especially when interpersonal conflict was managed passively (through avoiding and yielding). Active conflict management strategies (forcing and problem solving) did not moderate the relationship between interpersonal conflict and employee strain. Implications for conflict theory, for future research, and for practice are discussed. [ABSTRACT FROM AUTHOR]

Personality integration has been related to individual well-being. The present study focused on the combined influence of personality integration through the personal-striving goal construct, active-passive approach toward achieving one's goals, and inner resources on well-being. Specific attention was given to how this process works out in two culturally different countries: the Netherlands and Spain. Results indicated that goal integration, passive thinking, active thinking, and vitality were higher in the Netherlands compared to Spain. It was also shown that inner resources combined with active thinking to function as a buffer for the possible negative effects on vitality. Results were similar in both countries, a finding that provides an indication for possible cross-cultural generalization of this process. The overall results present active-passive thinking combined with inner resources as an influential factor in the relation between goal integration and well-being. © 2009 The Author(s).

PurposeTo investigate the influence of participating in an upward feedback program on leadership behaviour, both as indicated be self‐ratings and subordinates' ratings.Design/methodology/approachThe research design consisted of two measurement points within six months. The program included managers receiving an upward feedback report and a short workshop to facilitate interpretation. A sample of 45 managers and 308 staff members of a community health care organization took part.FindingsThe study showed three results. First, managers lack insight into the real impact of their behavior. Second, only a small positive effect was found of the upward feedback program on the leadership behaviour as rated by their staff in terms of valuing diversity. Third, the managers' self‐ratings of Presenting feedback, Fairness and Integrity & respect decreased between Time 1 and Time 2.Originality/valueThe study points towards the need for HRM professionals to carefully implement upward feedback programs in order to have a real impact on the development of managers.

This article describes the relation between spirituality and well-being. First, we differentiate spirituality from religion by focusing on the inner attitude of living life directly related to the sacred that is not restricted to a membership of a religion. Next, a review is provided of empirical studies on the beneficial effects of spirituality on well-being. Then, spirituality is proposed as an element of eudaimonic well-being.

The Good Life: Introduction of a multidimensional model and measurement instrument of eudaimonic wellbeing

In this study we investigated the value of flotation Restricted Environmental Stimulation Therapy (REST) as a stress-management tool. We focused on the physiological effects of REST, its influence on well-being, and on performance. Twenty-seven studies published in 25 articles or book chapters were included in a meta-analysis. The total number of participants was 449, with a mean age of 29 years (ranging between 20 and 45). Sixty-four percent was male and 36% was female. The results showed that REST has positive effects on physiology (e.g., lower levels of cortisol, lower blood pressure), well-being, and performance. The pre–post mean effect size and the overall randomized control group effect size were relatively strong. This suggests that despite some limitations of the original studies, flotation REST can be a useful stress management tool in addition to or instead of other stress management tools.

The authors used a longitudinal design to investigate the relation between leadership behavior and the well-being of subordinates. Well-being is conceptualized as people's feelings about themselves and the settings in which they live and work. Staff members (N = 562) of 2 Community Trusts participated 4 times in a 14-month period. Five models were formulated to answer 2 questions: What is the most likely direction of the relation between leadership and well-being, and what is the time frame of this relation? The model with the best fit suggested that leadership behavior and subordinate responses are linked in a feedback loop. Leadership behavior at Time 1 influenced leadership behavior at Time 4. Subordinate well-being at Time 2 synchronously influenced leadership behavior at Time 2. Leadership behavior at Time 4 synchronously influenced subordinate well-being at Time 4.

This study investigates the role of feedback in minimizing the psychological impact of a negative selection decision on job applicants. The method and findings of a laboratory experiment into subjects' reactions to rejection, combined with feedback on this decision as well as perceptions of procedural and distributive fairness, are discussed. Subjects participating in the experiment (N=119) were asked to complete two GMA tests and were told they had to belong to the 20% best performers to be invited for a selection interview. Upon completion, all subjects received a rejection message, supposedly based on their performance scores on the two tests. Subjects were randomly assigned to one of two feedback conditions: either a mere rejection message, or a rejection message including performance feedback. Analyses revealed that core self-evaluations and affective well-being of rejected subjects receiving performance feedback significantly decreased compared to that of subjects in the mere rejection message condition. Furthermore, it was found that procedural fairness perceptions interacted with feedback on subjects' core self-evaluations, while distributive fairness perceptions interacted with feedback on affective well-being. These findings raise the question whether performance feedback following a negative selection decision is as advantageous as generally assumed. Implications for giving feedback in rejection situations are discussed in the conclusion.

This study examined the factorial and content validity of Ryff's Scales of Psychological Well-being (SPWB) in a sample of psychology students (N=233) and a sample of professionals from a diverse occupational background (N=420). The psychometric quality of the SPWB was tested for the versions with 3-items, 9-items and 14-items. It appeared that the factorial validity was only acceptable for the 3-items per scale version. However, the internal consistency of these 3-items scales was below generally accepted levels. Therefore, it is suggested to reduce the length of the 14-item scales to 6, 7 or 8 items, depending on the specific subscale. This resulted in an improved overall psychometric quality. In addition, two new scales were developed that together refer to spiritual well-being. A second order factor analysis, including vitality, happiness, self-esteem and the Big Five personality dimensions, revealed four underlying dimensions of positive psychological health: subjective well-being, self-actualization, interpersonal relations and autonomy.

Conflict theory and research largely ignored the possible relationships between conflict at work, and individual health, well‐being, and job satisfaction. We present a model that argues that poor health and well‐being can trigger conflict in the workplace, and reduce the extent to which conflict is managed in a constructive, problem solving way. The model further proposes that conflict, especially when managed poorly, can have negative long‐term consequences for individual health and well‐being, producing psychosomatic complaints and feelings of burnout. We review research evidence and conclude, among other things, that the model is more likely to hold up when conflict involves relationships and socio‐emotional, rather than task‐related issues. Avenues for future research and implications for policy and organizational design are discussed.

A sample of 96 trolley car drivers was used to investigate the relationship between aggressive behavior of passengers and burnout, the moderating effect of conflict management behavior of the drivers on this relationship; and the influence of burnout on customer-friendliness, passenger complaints, and absenteeism. The results show that aggressive behavior of passengers was related to all 3 burnout dimensions. The relationship of aggressive behavior of customers and professional efficacy was qualified by 2 significant interactions with 2 conflict management behavior styles: forcing and avoiding. The interactions showed that too much forcing as well as too much avoiding are related to less professional efficacy for drivers confronted with aggressive behavior. Passenger complaints were only related to less professional efficacy. The customer-friendliness of the drivers was related to less cynicism and more professional efficacy. Absenteeism was only related to exhaustion.

The present study among 242 professionals working in a lung clinic and nursing home was designed to test a model that links supervisory behavior (i.e. leader member exchange (LMX) behavior and conflict management behavior) and reciprocity in the supervisor/subordinate relationship to objectively registered subordinate absenteeism. With respect to LMX‐behavior, a distinction was made between consideration and coaching of a subordinate by the supervisor and filling an assistant role by a subordinate. With respect to conflict management behavior, a distinction was made between openness, distribution, and control. It was hypothesized that subordinates’ feelings of reciprocity with respect to the relationship with their direct supervisor mediate the relation between supervisory behavior and subordinate absenteeism. Results of structural equation modeling showed that this was indeed the case for the relation between LMX‐behavior and subordinate absenteeism. Supervisory conflict management behavior was not directly related to subordinates’ feelings of reciprocity, but only indirectly through LMX‐behavior. Finally, and quite surprisingly, subordinates’ feelings of reciprocity turned out to be positively related to their absence frequency.

Subject to file availability and provided the posting includes a prominent statement of the full bibliographical details, a copyright notice in the name of the copyright holder (Cambridge University Press or the sponsoring Society, as appropriate), and a link to the online edition of the journal at Cambridge Journals Online., Servant Leadership emphasizes employee’s development and growth within a context of moral and social concern. Nowadays, this management change towards workers´ wellbeing is highlighted as an important issue. The aims of this paper are to adapt to Spanish speakers the Servant Leadership Survey (SLS) by van Dierendonck and Nuijten (2011), and to analyze its factorial validity through confirmatory factor analysis and measurement invariance in three countries. A sample of 638 working people from three Spanish-speaking countries (Spain, Argentina and Mexico) participated in the study. In all three countries, confirmatory factor analyses corroborate the eight factor structure (empowerment, accountability, standing back, humility, authenticity, courage, forgiveness and stewardship) with one second order factor (servant leadership) (in all three samples, CFI, IFI > .92, TLI > .91, RMSEA < .70). Also, factor loadings, reliability and convergent validity were acceptable across samples. Furthermore, through measurement invariance analysis, we detected model equivalence in all three countries including structural residual invariance (ΔCFI = .001). Finally, cultural differences in some dimensions were found and discussed, opening the way for future cross-cultural studies.

There is not much research on team collaboration in digital entertainment games, nor is there much evidence for the efficacy of game-based team training or the validity of game-based team assessment. This is a shortcoming because of an increasing pervasiveness of serious games in organizational life, e.g. for operational training, management and leadership. Is it possible to establish marked relationships between psychometric constructs that measure ‘team composition and performance’ and ‘analytics’ that unobtrusively measure gameplay performance? If so, what are the implications for game-based team research and assessment? The authors conducted explorative, quasi-experimental (field) experiments with the multiplayer serious game TeamUp. One field experiment was conducted with 150 police officers as part of task-specific twoday team training. Research data were gathered through pre-game and postgame questionnaires on team constructs such as ‘psychological safety’ and ‘team cohesion’. A large quantity of in-game data was logged to construct indicators like ‘time needed to complete the task’, ‘speak time’ and ‘avoidable mistakes’ to measure team performance. The conclusion of the analysis is that ‘team cohesion’ and ‘psychological safety’ correlate moderately and significantly with in-game performance indicators. Teams with an unequal individual game performance speak the most, while teams with an equally low or equally high individual performance spend significantly less time speaking. The indicative findings support the need to further develop validated analytics and gamebased environments for team research and assessment.

This paper aimed to provide insights into the different mediating mechanisms through which servant leadership (SL) and transformational leadership (TFL) affect followers. We also investigated environmental uncertainty as a moderator of the effects of servant leadership and transformational leadership. Based on the results of two experimental studies and one field study, we concluded that both SL and TFL were related to organizational commitment and work engagement; however, the manner in which they exerted their influence differed. SL worked primarily through follower need satisfaction, whereas TFL worked mainly through perceived leadership effectiveness. The moderating influence of uncertainty was inconsistent across the studies.

Purpose – The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the mediating role of organizational identification and psychological empowerment. In addition, the research aimed at validating the servant leadership survey (SLS) in a new culture and language. Design/methodology/approach – In total, 1,107 respondents from two merging Portuguese companies answered a survey. Structural equation modeling was used to further test the mediation model proposed. Findings – SLS proved to be valid and reliable in the Portuguese context and language. Servant leadership strongly affected work engagement in conditions of high uncertainty. Organizational identification and psychological empowerment acted as mediating variables. Research limitations/implications – Future research could include longitudinal studies, the effect of specific servant leadership dimensions and the distinction between servant leadership and other leadership models during a merger in conditions of high uncertainty. Practical implications – This study extends the applicability of the servant leadership model, and the corresponding SLS in a new national culture and as an effective leadership approach under conditions of high uncertainty, such as in a merge process. Social implications – Multinational corporations can see servant leadership as a valid model that can permeate the whole organizational culture, inducing greater performance and the well-being of the workforce for increased engagement. Given the increasing uncertainty and volatility of the work environment, servant leadership could be particularly useful in such contexts. Originality/value – This study benefits both leadership scholars and practitioners by providing evidence on the value of servant leadership in ensuring workforce engagement in conditions of high uncertainty, as in dynamic merger processes. The fact that the study was conducted right in the middle of the change process is rather unique. Moreover, servant leadership effectiveness is for the first time tested in Portugal, a country typically with a relatively strong power distance culture.

In this article, causal relations among three dimensions of burnout, as measured by the Maslach Burnout Inventory, were examined. Three causal models were examined using data from five earlier published longitudinal studies. Models were fitted using structural equation modelling (SEM) with multi-group analysis. In the best fitting model, personal accomplishment synchronously influenced depersonalization and depersonalization on its turn synchronously influenced emotional exhaustion. Practical implications of this model for the prevention of burnout were suggested.

A tentative dual-level social exchange model of burnout and organizational commitment is proposed that includes social exchange relationships at the interpersonal level (i.e. between human services professional, or caregiver, and recipient) as well as at the organizational level (i.e. between employees and organization). The model was tested and cross-validated in two independent samples that consisted of 220 and 142 student nurses, respectively, by using linear structural modelling with LISREL VII. The hypothesized model assumes that lack of reciprocity at both levels is positively related to burnout, whereas poor organizational commitment is exclusively related to lack of reciprocity at the organizational level. This model fitted reasonably well to the data of both samples. The limitations of the study and its practical implications are discussed, and directions for future research on the dual-level social exchange model are proposed.

The present study addresses the relationship between human resources management (HRM) practices and employee turnover by taking into account the influence of socioeconomic environment. Data was collected at company level with an international sample of 830 companies from 12 countries (Netherlands, Belgium, United Kingdom, Brazil, Switzerland, China, France, Italy, Poland, Germany, South Africa, and Spain). A division into four bundles of human resources (HR) practices is introduced: remunerative, communication, developmental, and well-being practices. The influence of the socioeconomic environment was factored in by including the institutional setting in terms of the level of coordination as a country-level variable. The results showed that collective turnover is related to both a country’s institutional determinants and to company HR practices. Remunerative HR practices may have a negative influence in terms of enhancing turnover, particularly within countries high in coordination. HR well-being practices are the most beneficial practices in terms of reducing employee turnover. Our study adds to our knowledge on the relation between HR practices and turnover from an international perspective. It complements the empirical knowledge on the effectiveness of HRM practices in a cross-national setting and supports the notion that the institutional context should be given more attention when studying HR effectiveness.

This study focuses on the relevance of spirituality as an essential element for the Good Life. Despite spirituality¿s prominence in people¿s lives and cultures, it has been mostly neglected in psychological needs theories. This paper investigates the value of spirituality compared to that of the three basic psychological needs of self-determination theory: relatedness, competence and autonomy. In a scenario study design, participants in two samples (students and train passengers) were asked to judge a survey on the personal well-being of an imaginary person. The results show that spirituality positively contributes to the qualification of a good life, in terms of desirability and moral goodness. In addition, the crucial role of relatedness was confirmed.

Spirituality is an important theme in health research, since a spiritual orientation can help people to cope with the consequences of a serious disease. Knowledge on the role of spirituality is, however, limited, as most research is based on measures of religiosity rather than spirituality. A questionnaire that transcends specific beliefs is a prerequisite for quantifying the importance of spirituality among people who adhere to a religion or none at all. In this review, we discuss ten questionnaires that address spirituality as a universal human experience. Questionnaires are evaluated with regard to psychometric properties, item formulation and confusion with well-being and distress. Although none of the questionnaires fulfilled all the criteria, the multidimensional Spiritual Well-Being Questionnaire is promising. ispartof: Journal of Religion and Health vol:51 issue:2 pages:336-354 ispartof: location:United States status: published

PURPOSE: The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. DESIGN/METHODOLOGY/APPROACH: Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. FINDINGS: The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. IMPLICATIONS: With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced. ORIGINALITY/VALUE: The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development.

In this research, the authors tested a model in which the challenging work conditions of employees at work and empowerment mediated the influence of servant leadership on organisational commitment. The main aim was to provide additional insight into the relevance of leadership for talent management. In a sample of 174 highly talented employees, challenging work conditions and empowerment mediated the relationship of servant leadership to organisational commitment. The results indicated that the conceptual model tested with a structured equation modelling had an excellent fit. Servant leadership was positively related to challenging work conditions. Following challenging work conditions were related to three out of four psychological empowerment dimensions. Striking is that the empowerment dimension of servant leadership explained additional variance in the meaning aspect of psychological empowerment and that meaning was the most important dimension in relation to organisational commitment.

There is a lack of consistent evidence that downsizing leads to improved financial performance. Lowered commitment after painful downsizing periods is identified as an important reason why downsizing does not show the intended long-term effects. This paper provides a meta-analytical overview of the impact of fairness on organizational commitment for survivors and victims after a downsizing operation. Among 37 samples (11,256 persons), a positive relationship was found between fairness and affective organizational commitment (ρ=0.40) for both survivors and victims. Three moderators of the fairness–commitment relationship were identified: (1) for survivors, procedural justice matters more than distributive justice; (2) the impact of fairness is stronger in countries with an individualistic (versus collectivistic) culture; (3) fairness matters more when mass layoff is initiated for profit maximization (versus economic necessity).

Creativity is of vital importance for organizations that compete in globally operating markets faced with market dynamics and determined to stay ahead of the competition. In such organizations, employees have to constantly generate products and services that are original and innovative (for example, Basadur, 2004). In this light, many studies suggest that the maintenance and/or improvement of intrinsic motivation among individual employees in the workplace is key to the proper management of organizational creativity (Amabile, 1996). In the organizational context, there is a growing need for adequate knowledge on the relationship between leadership and creativity (Zhou and Shalley, 2008), particularly given the crucial influence that leadership exerts on the learning processes that are so vital to creativity. Servant leadership theory may be specifically suited for understanding the management of creativity and innovation because of its employee-focused nature, which aims at enhancing the intrinsic motivation of employees. In this chapter, we present a model for servant leadership and creativity, building on the observation that the encouragement of followers, largely, to manage their own work is not only the defining feature of a servant-leader, but is also the key element in the management of creativity in the organizational setting.

Vitality and inner resources as relevant components of psychological well-being. The multidimensional model of well-being, created by Carol Ryff, proposes the following dimensions to study psychological well-being (PSWB): self-acceptance, positive relations with others, autonomy, environmental mastery, purpose in life, and personal growth. One of the main criticisms aimed at this proposal is that it is based on excessive ethnocentrism in the operationalization of the PSWB construct linked to contemporary individual societies. Because of this, the first aim of this study was to extend the PSWB model with two dimensions: inner resources and vitality. Through a cross-validation approach, exploratory and confirmatory factor analyses were performed. The results showed better psychometric data in reliability and validity for the scales of the extended model of PSWB. To examine the PSWB construct in depth, we conducted a second study to analyze the relationship between the extended version of PSWB and subjective well-being models, and their predictive capacity of positive and negative human functioning, i.e., self-esteem and depression. Results showed complementation and compensation effects from both models that denote their close connection and singularity.

This article aims to provide researchers interested in using Ryff’s Scales of Psychological Wellbeing with additional information to make an informed decision on the scales and items to use. It builds on the discussion in the literature on the six factor structure of this measure. An alternative shortened version of this wellbeing measure (Van Dierendonck 2004). Personality and Individual Differences, 36, 629–643) was analyzed in a combined Spanish language sample from Spain and Columbia. Using confirmatory factor analysis, one-, two-, three- and six-factor models were compared. The results showed that indeed four out the six dimensions overlapped considerably. Nevertheless, the model that fit the data best was the six factor model with one underlying second order well-being factor, hereby confirming Ryff’s model in a non-Anglo–Saxon culture.

The aim of this paper is to adapt to Spanish the D. van Direndonck version of Carol Ryff's Psychological Well-Being Scales, and to analyse its consistency and factorial validity. All the scales exhibited good internal reliabilities, with Cronbach alpha's ranging from 0.83 (Self-acceptance) to 0.68 (Personal growth). However, confirmatory factor analyses didn't corroborate the six-factor model (Self-acceptance, Positive relations, Autonomy, Environmental mastery, Purpose in life, and Personal growth) with a second order factor called Psychological Well-Being . To improve the psychometric properties, a new reduced version was proposed that indeed will facilitate the application. The scales of the new version maintain and raise its internal consistency (Cronbach alpha's 0.84 to 0.70). Furthermore, the scales shown an excellent fit to the theoretical model proposed by D. van Dierendonck.

Servant leadership represents a paradox, as it invites leaders to humility and to place their followers' needs and interests before their own self-interest, to the possible detriment of organizatio...

PurposeThis study examines the moderating influence of the Big Five factors of agreeableness, extraversion, and emotional stability on the relationship between conflict and well‐being.Design/methodology/approach – Two field studies were conducted in which respondents were asked to fill out questionnaires during work hours; the first study involved a health care organization, the second one a manufacturing organization.Findings – In performing sets of hierarchical regressions it was shown that conflict was negatively associated with well‐being, especially when individuals were low in agreeableness, low in emotional stability or low in extraversion.Research limitations/implications – We proposed directional relations between conflict and individual well‐being, however we cannot rule out the alternative in which reduced well‐being leads to more conflict. Future research using a cross‐lagged design with longitudinal data is needed to establish causal relationships.Practical implications – The most straightforward implication for practice seems to be that conflict should become part of the checklist consultant's use when advising organisations with high rates of turnover, sick leave, and absenteeism.Originality/value – This study showed that conflict adversely affects well‐being, especially for disagreeable, emotional unstable, or introverted individuals.

This study evaluated the effects of a burnout prevention program based on insights from transpersonal psychology, notably psychosynthesis. It examined the effects of the program on burnout, happiness, spirituality, emotional intelligence, and relative deprivation with respect to one's career. Thirty-eight individuals, mostly with a background in engineering, participated in a 10-day program over 3 months. A comparison group of similar age and work experience was recruited of colleagues from the same firms and departments. Both groups filled out questionnaires at 3 time points: before the start of the program, immediately after the program (3 months later), and 9 months later. Results showed that a psychosynthesis-based prevention program might be an effective instrument in reducing burnout and enhancing happiness, emotional intelligence, and feelings of spirituality. Copyright 2005 by the Educational Publishing Foundation.

Contains fulltext : 55673.pdf (Publisher’s version ) (Closed access) Researchers have reported that, for individual workers, low job control is associated with high burnout; however, as yet it is unclear whether this association holds for occupations as well. Whether differences in job control between occupations as assessed by eight expert judges could account for individual-level and occupational-level differences in burnout rates. Data were obtained from 9,503 incumbents of 28 occupations in The Netherlands (M age=37.9 yr., SD=8.7; 50% were men). Burnout was measured on the Maslach Burnout Inventory. Occupational-level job control was inversely correlated with burnout, explaining 16% of the variation in occupational-level burnout. Thus, between-occupation differences in job control are somewhat systematically related to burnout.

In the present study, burnout scores of three samples, as measured with the Maslach Burnout Inventory, were compared: (1) the normative American sample from the test-manual ( N = 10,067), (2) the normative Dutch sample ( N = 3,892), and (3) a Dutch outpatient sample ( N = 142). Generally, the highest burnout scores were found for the outpatient sample, followed by the American and Dutch normative samples, respectively. Slightly different patterns were noted for each of the three components. Probably sampling bias, i.e., the healthy worker effect, or cultural value patterns, i.e., femininity versus masculinity, might be responsible for the results. It is concluded that extreme caution is required when cut-off points are used to classify individuals by burnout scores; only nation-specific and clinically derived cut-off points should be employed.

This study among a sample of 207 general practitioners (GPs) uses a five-year longitudinal design to test a process model of burnout. On the basis of social exchange and equity theory, it is hypothesized and found that demanding patient contacts produce a lack of reciprocity in the GP-patient relationship, which, in turn, depletes GPs' emotional resources and initiates the burnout syndrome. More specifically, structural equation analyses confirmed that - both at T1 and T2 - lack of reciprocity mediates the impact of patient demands on emotional exhaustion. Emotional exhaustion, in turn, evokes negative attitudes toward patients (depersonalization), and toward oneself in relation to the job (reduced personal accomplishment). Moreover, this process model of burnout was confirmed at T2, even after controlling for T1-scores on each of the model components. Finally, T1 depersonalization predicted the intensity and frequency of T2 patient demands, after controlling for T1 patient demands. This major finding suggests that GPs who attempt to gain emotional distance from their patients as a way of coping with their exhaustion, evoke demanding and threatening patient behaviors themselves. The theoretical and practical implications of these findings are discussed. (aut.ref.)