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PurposeCrisis services personnel are frequently deployed around the globe under highly demanding conditions. This raises the need to better understand the deployment process and more especially, sustainable reintegration after deployment. Despite recent research efforts, the study of the post-deployment stage, more specifically the reintegration process, remains fragmented and limited. To address these limitations, this review aims at (1) describing how reintegration is conceptualised and measured in the existing literature, (2) identifying what dimensions are associated with the reintegration process and (3) identifying what we know about the process of reintegration in terms of timing and phases.Design/methodology/approachFollowing the preferred reporting items for systematic reviews and meta-analyses (PRISMA) protocol, the authors identified 5,859 documents across several scientific databases published between 1995 and 2021. Based on predefined eligibility criteria, 104 documents were yielded.FindingsResearch has primarily focused on descriptive studies of negative individual and interpersonal outcomes after deployment. However, this review indicates that reintegration is dynamic, multi-sector, multidimensional and dual. Each of its phases and dimensions is associated with distinct challenges.Originality/valueTo the authors’ knowledge, this is the first research that investigates reintegration among different crisis services and provides an integrative social-ecological framework that identifies the different dimensions and challenges of this process.

Organizations need to innovate to stay relevant, for example, through the innovative work behavior of employees. Previous studies highlighted how different innovative phases may require other leadership behavior. In the present study, the authors aim to discover which type of transformational leadership behaviour best encourages employees in which innovative phase, both from the perspective of the manager and the employee. They conducted interviews with 42 leaders and 43 followers within four innovative companies in the e-tailing sector. They use thematic analysis and quantisization of the data. The results show that not every subcomponent of transformational leadership has the same influence on each phase of innovative work behavior, nor with the same magnitude. The most prevalent relationship is between intellectual stimulation and idea generation. They report specific actions by leaders that promote innovative work behavior in followers.

PurposeThe present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby contributing to integrating knowledge on leadership styles and leaders’ third-party conflict behaviors. This study aims to investigate leadership and conflict management in a context hardly studied: local religious communities or convents within a female religious organization.Design/methodology/approachThe authors collected quantitative survey data from 453 religious sisters, measuring their perception of leaders’ behaviors. These religious sisters live in local religious communities within a Catholic Women Religious Institute based in Nigeria (West Africa) and in other countries across the globe.FindingsResults show that servant leadership relates positively to leaders’ third-party problem-solving behavior and negatively to leaders’ avoiding and forcing. Moreover, authoritarian leadership relates positively to leaders’ third-party avoiding and forcing behaviors.Originality/valueThis study expands theory development and practices on leadership and leaders’ third-party conflict behaviors. The authors associate servant and authoritarian leadership with leaders’ third-party conflict behaviors: avoiding, forcing and problem-solving, in followers’ conflicts. The authors offer practical recommendations for religious leaders on servant leadership and leaders’ third-party conflict behaviors.

Conflicts are ubiquitous in all life’s domain where people live and perform interdependent tasks, including convents. Managing conflicts among followers is an essential responsibility of leaders. The way leaders behave while managing such conflicts have received little academic attention; available studies have focused on business contexts. This study aimed to examine the relationship between servant leadership, and emotional exhaustion through team conflicts, and further investigates the mediating role of lead-ers’ third-party conflict behaviors such as avoiding, forcing, and problem-solving. Data were gathered from 453 religious sisters (followers), in 166 convents, in a Catholic Women Religious Institute mostly based in Nigeria. Structural equation modeling confirmed that servant leadership was associated with reduced team conflicts through leaders’ third-party behaviors. Further findings showed that perceived servant leadership was negatively related to emotional exhaustion through a nonforcing expression. We dis-cussed theoretical and practical implications.

Purpose The purpose of this paper is to explore the relations between peacemaking at work and peacemaking at home. Peacemaking is defined as voluntarily helping behavior in interpersonal conflict, by a person who has no formal authority over the conflicting parties, acts impartial and works with either one or more parties to solve the conflict constructively (Zhang et al., 2018). Design/methodology/approach In total, 639 participants engaged in a survey to measure their peacemaking behavior at work and at home. First, the peacemaking scale is validated using factor analysis. To test the hypotheses regression analysis is conducted. Findings Results show that peacemaking at work and at home are positively-related. Further, compared to peacemaking at work, people tend to be more often engaged in peacemaking at home; are more focused on settling the issues, provide more emotional support and use more humor, however, are less multi-partial. Research limitations/implications Although based on self-reports, the results regarding the positive relation between peacemaking at work and at home may be enlightening in human resource management such as personnel selection. Originality/value The study provides the first theory-based instrument to measure peacemaking as informal helping behavior in interpersonal conflict, at work and at home. Five components are measured, namely, peacemaking in general, multi-partiality, settlement-oriented, emotion-oriented and humorous peacemaking behaviors.

Conflict management research recognizes that conflicts are inherently part of organizations and organizational dynamics. Different interests, different resources, and power relations drive both competition and conflict, while positive interdependences drive parties to cooperate (...)

This study investigates how female religious leaders nurture spiritual well-being in religious sisters. Specifically, we examined how servant leadership fosters spiritual well-being [Gifts and Fruits of the Spirit (GFSp)] through, respectively, the mediating role of team trust and reduced occurrence of team conflicts. Quantitative survey data were collected from 453 religious sisters (followers) within a Catholic Women Religious Institute in Nigeria. Using structural equation modeling, results showed that servant leadership is positively related to team trust and negatively related to team conflict. Further findings showed that servant leadership indirectly fosters spiritual well-being: Gifts of the Spirit (GSp), and Fruits of the Spirit (FSp), through the mediating role of team trust, however not through reduced team conflict. Theoretical and practical implications are discussed. ispartof: Frontiers In Psychology vol:12 pages:1-14 ispartof: location:Switzerland status: published

Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM, a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors.

Integrative negotiation in which employers and employees create value is a major necessity in the current challenging context. Collective labor negotiations in organizations are traditionally focused on mostly distributive issues, such as pay, working hours, and holidays. However, the current situation demands the inclusion of other issues of a potentially more integrative nature, such as telework, sustainability, and risk prevention, the enhancement of which is a major challenge for organizations. In this study, we explore the negotiation process between management and employee representatives (ERs), analyzing the roles of trust and trustworthiness. We collected data from 614 human resources managers from different organizations in 11 European countries. The results confirm that ERs who management perceive to be trustworthy have a greater influence on negotiation, particularly with regard to integrative as opposed to distributive issues, and that trust partially mediates this relationship. ispartof: FRONTIERS IN PSYCHOLOGY vol:12 ispartof: location:Switzerland status: published

Hair cortisol concentration (HCC) can be a biomarker of long-term exposure to work stress. However, research shows no consistent associations between HCC and self-reported stress. This may be due to stress being treated as a general category, without distinguishing between specific types of sources of stress, and because of a limited use of more elaborate stress assessment techniques involving intensive longitudinal designs. In this study, we analyze the relationship between perceived start-up team conflict over 11 weeks and HCC in 63 start-up team members. The results show that the level of perceived conflict is positively associated to HCC. These results draw attention to the importance of interpersonal conflict as one type of work stressors and raise awareness of its physiological effects over longer time periods in start-up teams. ispartof: PSYCHONEUROENDOCRINOLOGY vol:119 ispartof: location:England status: published

How and when does followers’ upward hostile behavior contribute to the emergence of abusive supervision? Although from a normative or ethical point of view, supervisors should refrain from displaying abusive supervision, in line with a social exchange perspective, we argue that abusive followership causes supervisors to experience low levels of interpersonal justice, stimulating abusive supervision in response. Based on uncertainty management theory, we further expect that the extent to which supervisors reciprocate the experienced injustice with abusive supervisory behavior is moderated by supervisors’ self-doubt. A multi-source field study as well as a vignette study following an experimental-causal-chain approach supported our hypotheses. Specifically, our results revealed that the indirect effect of abusive followership on abusive supervision through supervisors’ interpersonal justice is most pronounced when supervisors experience high levels of self-doubt. The practical and theoretical implications of our findings are discussed. ispartof: Journal Of Business Ethics vol:164 issue:3 pages:1-20 status: Published online

Restricted by several institutional and structural constraints, the commercialization of university-based technology is inefficient in China. The present exploratory case study focused on Nuctech, a university spin-off high-tech company. The researchers observed, studied and analyzed the processes of the Nuctech's business development of the company, the process of the university-based technology transfer, and the establishment of Nuctech's innovation ecosystem. Our study fills in current research gaps by analyzing the “transplant with the soil”(TPS) mechanism in a systematical approach. We summarized the key features, the antecedents, and consequences of TPS mechanism, as well as its roles in transferring university-based technology and establishing a company's innovation ecosystem. By studying the case in the China context, the present research suggests that TPS mechanism may be particularly relevant and necessary when advanced cross- disciplinary complex technology need to be transferred, when the industry have only limited resources and poor absorptive capacities, when institutional and structural hindrances exist, and when university-industry relationship needs to be facilitated and strengthened toward the establishment of an innovation ecosystem.

In today’s turbulent business environment, innovation and organizational renewal are key. Employees are encouraged to act as intrapreneurs (entrepreneurs within their employing unit or organization) and instigate change from the bottom up. However, accomplishing this company wide is highly challenging. In this article, we examine the case of Wehkamp, a Dutch e-tailer that overcame these challenges and succeeded in creating a flourishing climate for intrapreneurship. We describe the three-step chronological process for intensive change wherein the initiatives of some intrapreneurs can produce widely held organizational value for intrapreneurship. Key to this change process are three insights: (1) Team leaders can feed the incremental and radical initiative of the few; (2) top management can give meaning and guard fairness to stimulate overall intrapreneurship; and (3) corporate entrepreneurship can be used to continuously revive widespread intrapreneurship. Organizations seeking to encourage intrapreneurship from their employees can benefit from these guidelines.

Purpose The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs. Design/methodology/approach Group interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software. Findings The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model. Research limitations/implications This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements. Practical implications In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship. Originality/value This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.

This study provides an in-depth analysis of the resilience of crime scene investigators (CSIs) in the Netherlands and how they perceive and cope with daily work stressors. Observational studies within five CSI teams and 35 semistructured interviews with investigators revealed that administrative accumulation, long and irregular working hours, confrontations with human suffering, decision making, and dirty and physically demanding circumstances at the crime scene can be very stressful. By employing strict management of thoughts, visualization, focus on sensemaking, sharing of emotions and responsibilities, and avoiding potentially distressing working situations, CSIs overcome the strain of forensic investigations. However, successful implementation of these resilience-enhancing strategies depends on the availability of several individual, team, and organizational resources. To reduce the risk of health problems and to stimulate positive functioning, these resources require permanent investment by police management and CSIs themselves.

PurposeA strong relation between task and relationship conflict has toxic impact on teams and poses a high-risk factor in startup organizations. The purpose of this study is to investigate the moderating role of conflict behavior and related coping strategies on the relationship between task and relationship conflict in startup teams.Design/methodology/approachThe authors conducted surveys among 100 Dutch and German startup members (Study 1) and 75 Belgium startup members (Study 2). In Study 3, 75 startup members completed weekly surveys in 11 consecutive weeks.FindingsBoth Study 1 and 2 show that the positive association between task and relationship conflict is buffered by problem-solving conflict behavior while this relationship is amplified by the use of avoiding strategies in startup teams. Similarly, the results of Study 3 show that individual and team-level problem-focused coping over a period of 11 weeks buffers the association between task and relationship conflict during this period, while individual disengagement coping potentiates it.Originality/valueThis study adds to the literature on conflict management and entrepreneurship by studying conflict behavior as a moderator in the association between task and relationship conflict in startup teams. Moreover, it takes a comprehensive perspective by including coping strategies conceptually related to conflict behaviors at both individual and teamlevel, as moderators in this relationship. The results of this study provide practical recommendations for entrepreneurs on how to prevent conflict escalation via conflict-oriented behaviors and more general coping strategies.

Upon graduation, students make the decision to either become an entrepreneur or an employee. Numerous studies have thus investigated personal and environmental factors that impact this decision. As cognitive styles have become more and more important in determining individual and organisational behaviour, and as they are presumed to provide new valuable insights over and above other personal factors, they provide the ideal focus to further explore this career choice. In this article, we aim to explore how creating, planning, and knowing cognitive style relate to entrepreneurial attitudes, intentions, and career choices. Using the Theory of Planned Behaviour, in a first sample, we investigate the direct and indirect impact that cognitive styles have on entrepreneurial intention through attitudes. In our second sample, we look at how career preferences for entrepreneurship or a more traditional career as an employee are affected by cognitive styles. Using structural equation modelling analysis, this study finds evidence for the importance of creating cognitive style on entrepreneurial outcomes. Additionally, we find evidence for the relationship between planning cognitive style and wanting to be an employee. Knowing style does not lead to either preference. This paper extends the current knowledge on cognitive styles and entrepreneurship by analysing the impact of other cognitive styles than the predominantly used innovative styles and by also exploring its impact on important antecedents of entrepreneurial intentions, such as entrepreneurial attitude and career preferences.

Objectives To investigate the prevalence of physicians and nurses involved in an adverse event within mental health. Materials and methods A quantitative, cross-sectional study was performed. Six Flemish psychiatric hospitals (Belgium) participated in this exploratory cross-sectional study. All psychiatrists and nurses working in these hospitals were invited to complete an online questionnaire in March 2013. Results 28 psychiatrists and 252 nurses completed the survey. 205 (73%) of the 280 respondents were personally involved at least once in an adverse event within their entire career. Respondents reported that the adverse event with the greatest impact was related to suicide in almost 64% of the cases. About one in eight respondents considered quitting their job because of it. Almost 18% declared that due to the impact of the event, they believed that the quality of the administered care was affected for longer than one month. Respondents stated that they received much support of colleagues (95%), the chief nurse (86%) and the partner (71%). Colleagues seemed to be most supportive in the recovery process. Conclusions Physicians and nurses working in inpatient mental health care may be at high risk to being confronted with an adverse event at some point in their career. The influence on health professionals involved in an adverse event on their work is particularly important in the first 4–24 h. Professionals at those moments had higher likelihood to be involved in another adverse event. Institutions should seriously consider giving support almost at that time.

Objectives When a patient safety incident (PSI) occurs, not only the patient, but also the involved health professional can suffer. This study focused on this so-called “second victim” of a patient safety incident and aimed to examine: (1) experienced symptoms in the aftermath of a patient safety incident; (2) applied coping strategies; (3) the received versus needed support and (4) the aspects that influenced whether one becomes a second victim. Materials and methods Thirty-one in-depth interviews were performed with physicians, nurses and midwives who have been involved in a patient safety incident. Results The symptoms were categorized under personal and professional impact. Both problem focused and emotion focused coping strategies were used in the aftermath of a PSI. Problem focused strategies such as performing a root cause analysis and the opportunity to learn from what happened were the most appreciated, but negative emotional responses such as repression and flight were common. Support from colleagues and supervisors who were involved in the same event, peer supporters or professional experts were the most needed. A few individuals described emotional support from the healthcare institution as unwanted. Rendered support was largely dependent on the organizational culture, a stigma remained among healthcare professionals to openly discuss patient safety incidents. Three aspects influenced the extent to which a healthcare professional became a second victim: personal, situational and organizational aspects. Conclusion These findings indicated that a multifactorial approach including individual and emotional support to second victims is crucial.

The European Union shares a set of values and legislation for member states when it comes to industrial relations. Promoting social dialogue is a cornerstone in this matter, as well as measures for conciliation and mediation in labor conflicts at different levels. Based on studies towards the alternative dispute resolution (ADR) systems in 12 EC member states, this chapter offers a general picture of the outcomes at European level. A cross cultural analysis on the systems, practices and perceptions as well as the challenges among the countries is presented. The chapter ends with suggestions, offered by the users and mediators from the different countries participating in this study, in order to promote the awareness of the potential use of ADR, and to gain a higher effectiveness in mediation practices in collective labor conflicts, particularly within the EU.

The conflict in the UK on pensions is a classic example of a collective sectorial conflict, with many institutes for higher education involved. In the UK (see Chap. 14 for details), employees have the right to strike, without previous attempts to find agreement through conciliation or mediation. We see here, that even while the actions continue, also ACAS as third party is invited by parties to mediate in the dispute. ACAS offers different third party services, including facilitation, conciliation and mediation related to the development and escalation of the conflict, and the requests of the parties. Typically, when collective conflicts arise and escalate, different third parties and different interventions are available. In this chapter we first present a model of development of these conflicts, and secondly, related interventions.

© 2017, Springer Science+Business Media Dordrecht. Drawing from the group engagement model and the moral conviction literature, we propose that perceived leader ethical conviction moderates the relationship between ethical leadership and employee OCB as well as deviance. In a field study of employees from various industries and a scenario-based experiment, we revealed that both the positive relation between ethical leadership and employee OCB and the negative relation between ethical leadership and employee deviance are more pronounced when leaders are perceived to have weak rather than strong ethical convictions. Further, we argued and showed that employees’ feelings of personal control and perceived voice opportunity mediated the interactive effect of ethical leadership and perceived leader ethical conviction on OCB and deviance. Implications of these findings for theory and practice are discussed. ispartof: Journal Of Business Ethics vol:154 issue:1 pages:85-102 status: published

Collective conflict in organizations are costly, for all stakeholders, including society. Therefore, regulation of collective labor conflict is an essential part of industrial relations. Conciliation and mediation are part of these regulations. This chapter explores the different features of collective conflict and introduces a new model to analyze third party interventions, including conciliation and mediation.

This volume presents studies on the practices of third party intervention in many parts of the world. Firstly, twelve European union member states are investigated, and this is followed by contributions on Australia, China, India, USA and South Africa. Together, these chapters cover large parts of the industrialized economies. In this chapter we take stock, analyze some global tendencies and present suggestions for further development of the field.

© 2017, © The Author(s) 2017. The model of social dialogue within organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties to this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to ‘soft factors’, such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates experiences and expectations of employee representatives on the part of human resource managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of employee representatives, cooperative conflict behaviours, informal relations and trust promoted the influence of employee representatives on organisational decision-making and the quality of these decisions. We discuss implications for different systems of industrial relations. JEL Code: J50. ispartof: Economic and Labour Relations Review vol:29 issue:2 pages:169-189 status: published

Background Patient safety is the central component of health-care quality. There is a lack of patient safety data in the occupied Palestinian territory. The aim of this study was to assess patient safety and explore relationships between patient safety culture and the prevalence of adverse events at the department level. Methods Between May 25, 2009, and June 1, 2010, the Arabic validated Hospital Survey on Patient Safety Culture was used to measure the norms and perceptions of health professionals regarding safety. The survey was used in eight medical departments in two hospitals (Al Makassed hospital and Al Ahli hospital in the West Bank; four departments per hospital). During the same period, a retrospective review of medical records was done to identify adverse events using the validated Palestinian version of the Global Trigger Tool. Descriptive statistics and Spearman's rho coefficient were used. Ethical approval was obtained from the participating hospital boards and the Palestinian health authorities, and written consent was obtained from participants. Findings 640 randomly selected records (320 records per hospital) were reviewed, and 428 health-care workers participated in the safety culture assessment (response rate 74%). 213 (50%) participants were nurses, 163 (38%) were doctors, and 52 (12%) were other health-care professionals. Patients had a mean age of 44·2 years (SD 19·6; range 18–95) and a mean length of stay of 4·8 days (SD 5·6; range 1–70). 91 (14%) records included an adverse event. Adverse events were negatively associated with the aggregate safety culture (r=–0·905; p=0·0009), hospital management support (r=–0·881; p=0·0017), non-punitive response to errors (r=–0·731; p=0·019), communication and feedback on errors (r=–0·905; p=0·0009), teamwork (r=–0·886; p=0·0021), organisational learning (r=–0·778; p=0·011), and supervisor actions promoting patient safety (r=–0·857; p=0·0029), indicating that departments with a more positive patient safety culture had lower rates of adverse events. Interpretations Safety must be improved for Palestinian patients. To promote patient safety, managers and policy makers should acknowledge and allocate resources for enhancing overall safety culture, hospital management support, non-punitive response, communication on errors, teamwork, organisational learning, and supervisor actions. Funding Research and development, KU Leuven, Leuven, Belgium.

Organization studies have investigated transformational leadership and employee engagement as key variables in the field. Recent calls in the literature propose further investigation of the link between leadership and engagement, through different levels within the organization. Hence, the current study examines the leadership–engagement relationship in more depth and introduces perceived corporate social responsibility as an organizational level mediator. Hypotheses were tested amongst employees in a European bank ( N = 5313) and were supported. This study contributes both to theory and practice by: (a) expanding the scope of transformational leadership effectiveness, specifically as a facilitator for employee engagement, and (b) demonstrating the contribution of perceived corporate social responsibility as a mediator in the relationship between transformational leadership and employee engagement.

Despite the increasing popularity of managerial coaching in organizations worldwide, little is known with regard to how gender and culture may affect managerial behavior. The present study is one of the first large-scale empirical studies on managerial coaching. Survey data were obtained from a sample of more than 130,000 practicing managers working in 51 countries/areas. First, we found that globally, female managers were reported to engage in more managerial coaching behavior than male managers. This result suggests that female managers may demonstrate more coaching behavior to deal with prejudice against them in organizations worldwide, because this behavior can effectively establish congruity between female managers’ gender role and leadership role. The second contribution of this study is to expand managerial coaching research into a cross-cultural context. We found that the coaching behavior of male managers is more susceptible to the influence of societal cultures than that of female managers. Taken together, this study has advanced our empirical and theoretical understanding of managerial coaching on a global scale. peerreview_statement: The publishing and review policy for this title is described in its Aims & Scope. aims_and_scope_url: http://www.tandfonline.com/action/journalInformation?show=aimsScope&journalCode=rijh20 ispartof: International Journal of Human Resource Management vol:27 issue:16 pages:1792-1812 status: published

The key to success for workplace mediators lies in establishing a relationship of understanding, empathy, and trust with the conflicting parties. Literature suggests that the recognition of parties' emotions by the mediator is essential to obtain such a relation. Although anger is one of the most prevailing emotions in conflict, little is known about how parties react to the experience of anger recognition on the part of the mediator, how this affects their perceptions of mediation effectiveness, and whether this is moderated by the hierarchical position parties occupy. Drawing on theories of power, emotions, and conflict, this study tests the hypothesis that conflicting parties in workplace mediation who experience anger recognition on the part of the mediator perceive the mediation as more effective and that this is more so for subordinates than for supervisors. Data collected in real labour mediations support this. Implications for mediation theory and practice are discussed.

Hardiness is a personality trait that drafts courage and motivation during adversity. Research showed that hardiness differentiates elite athletes from their lower rank competitors. In the domain of sport psychology, hardiness also strongly predicts physical performance. Because the military occupation requires resilience and excellence in physical performance, researchers investigated hardiness and behavioural persistence during training. However, in those studies, hardiness’ impact was weak. Besides, military researchers seldom addressed hardiness’ effect on physical performance. We investigated the influence of hardiness on behavioural persistence and physical performance during the military basic training. Participants were 233 trainees involved in a 22-week long basic training. They completed hardiness measures at the beginning of the training and then, two months later, we registered who stayed involved and who had dropped out. The remaining trainees participated in a self-defence exercise and their trainers evaluated their performance. Our analysis indicated that hardiness significantly predicted behavioural persistence: the trainees still involved in the training after two months scored significantly higher on the hardiness scale than those who dropped out (EXP(B) = 1.08; p

© 2018 International Association for Conflict Management and Wiley Periodicals, Inc. Research on third party interventions in conflict has mostly focused on formal interventions by professional mediators or supervisors. Studies on informal and voluntary third party interventions by peers or someone else in a nonhierarchical position are very limited. The aim of this systematic review is to investigate empirical studies on peacemaking to (a) define the concept; (b) search for scales that measure peacemaking; (c) and identify outcomes of peacemaking. In total, our search led to 713 unique hits of which 12 were retained based on the predefined selection criteria. Based on the findings from the reviewed articles, we propose a definition of peacemaking and identify four components of peacemaking: relational, procedural, emotional, and content help. This study contributes to the current conflict management literature by focusing on informal and voluntary helping behavior in the context of conflicts (instead of formal interventions), while linking the literature on organizational citizenship behavior and research on third party interventions in the context of conflict. In practice, peacemakers play a crucial role in solving conflicts constructively and contribute as such to both individual and team functioning. ispartof: Negotiation and Conflict Management Research vol:11 issue:3 pages:204-224 status: published

Conflicts are part of nature and certainly part of human relations, between individuals, as well as within and between groups. Conflicts occur in every domain of life: family, work, and society, local and global. Conflict management, therefore, is an essential competency for each person. People differ largely in their emotional and behavioral responses to conflict and need to learn how to behave effectively in different conflict situations. This requires a contingency approach, first assessing the conflict situation, and then choosing a strategy, matching the goals of the party. In most situations, fostering cooperative relations will be most beneficial; however, this is also most challenging. Therefore, constructive conflict management strategies, including trust building and methods of constructive controversy, are emphasized. Conflict management, however, is broader than the interaction of the conflicting parties. Third-party interventions are an essential element of constructive conflict management, particularly the assessment of which parties are intervening in what ways at what escalation stage.

This article prospectively explores the effects of collective team work engagement and organizational constraints during military deployment on individual-level psychological outcomes afterwards. Participants were 971 Dutch peacekeepers within 93 teams who were deployed between the end of 2008 and beginning of 2010, for an average of 4 months, in the International Security Assistance Force. Surveys were administered 2 months into deployment and 6 months afterwards. Multi-level regression analyses demonstrated that team work engagement during deployment moderated the relation between organizational constraints and post-deployment fatigue symptoms. Team members reported less fatigue symptoms after deployment if they were part of highly engaged teams during deployment, particularly when concerns about organizational constraints during deployment were high. In contrast, low team work engagement was related to more fatigue symptoms, particularly when concerns about organizational constraints were high. Contrary to expectations, no effects for team work engagement or organizational constraints were found for post-traumatic growth. The present study highlights that investing in team work engagement is important for those working in highly demanding jobs. Copyright © 2014 John Wiley & Sons, Ltd.

The current study examined the relationships between conflicts in the work unit, the employee's conflict management style and workplace bullying in a full panel two-wave longitudinal design with a 6 months' time lag (n = 277). We assumed that conflicts as well as the conflict management styles of "problem solving" and "forcing" at T1 would predict being a target or a perpetrator of bullying at T2. Structural Equation Modelling (SEM) showed that a normal causation model fitted our data best. In this model, forcing at T1 related positively and problem solving at T1 related negatively to being a perpetrator at T2; in line with our expectations. In contrast to our hypotheses, this model showed that conflicts in the work unit at T1 and the conflict management styles at T1 were not related to being a target of bullying at T2. These results underline that problem solving and forcing may be regarded as triggers of workplace bullying. They particularly influence being a perpetrator and not being a target of bullying. © 2014 Copyright Psychology Press. peerreview_statement: The publishing and review policy for this title is described in its Aims & Scope. aims_and_scope_url: http://www.tandfonline.com/action/journalInformation?show=aimsScope&journalCode=pewo20 ispartof: European Journal of Work and Organizational Psychology vol:23 issue:4 pages:511-524 status: published

The modern military profession encompasses two seemingly contradictory roles, those of warrior and peacekeeper. The question is whether soldiers can identify with both roles simultaneously. In order to answer this question, an instrument for measuring the warrior and peacekeeper role identity as a multiple role construct is required. This article describes the construction of the Warrior–Peacekeeper Role Identity Survey (WPRIS), measuring the extent to which soldiers identify with the warrior and the peacekeeper role. The internal consistency and validity of the instrument are promising. Practical implications as the predictive value of military role identity for performance of soldiers during deployment in general and the buffering role of peacekeeper role identity in particular are discussed.

Historically, the role of worker representatives (WRs) is traditionally perceived as masculine. With an increasing participation of women in the workforce, the number of female WRs grows all over Europe. WRs’ main task is to negotiate on behalf of the constituency. We explore how male and female WRs perceive support from their constituency and how this perceived support is related to their negotiation behavior. We test hypotheses about the impact of gender and societal culture on perceived support and accommodating behavior in negotiations. The hypotheses are tested using a quantitative approach among 219 female and 495 male WRs in Spain and 166 female and 398 male WRs in the Netherlands. Following the research question there was no evidence indicating gender differences in accommodating behavior. Results show that a) WRs accommodate less to management in Spain than in the Netherlands; b) female WRs perceive less social support than their male counterparts in Spain, but not in the Netherlands; c) social support is negatively related to accommodating behavior only for female WRs in Spain, but not in the Netherlands. We discuss theoretical and practical implications.

INTRODUCTION: After an adverse event, not only patients and family members but also health-care professionals involved in the event become victims. More than 50% of all health-care professionals suffer emotionally and professionally after being involved in an adverse event. Support is needed for these "second victims" to prevent a further negative impact on patient care. OBJECTIVES: The aim of the study was to evaluate the prevalence and content of organizational‑level support systems for health-care professionals involved in an adverse event. METHODS: A survey was sent to 109 Belgian hospitals regarding 2 aspects: first, the availability of a protocol for supporting second victims; and, second, the presence of a contact person in the organization to provide support. A total of 59 hospitals participated in the study. Hospitals were asked to submit their protocols for providing support to second victims. A content analysis based on an Institute for Healthcare Improvement's white paper and the Scott Model was performed to evaluate the protocols. RESULTS: Thirty organizations had a systematic plan to support second victims. Twelve percent could not identify a contact person. The chief nursing officer was seen as one of the main contact people when something went wrong. In terms of the quality of the protocols, only a minority followed part of the international resources. CONCLUSIONS: A minority of hospitals are somewhat prepared to provide support for health-care professionals. Management should take a leadership role in establishing support protocols for their health-care professionals in the aftermath of an adverse event. ispartof: POLSKIE ARCHIWUM MEDYCYNY WEWNETRZNEJ-POLISH ARCHIVES OF INTERNAL MEDICINE vol:124 issue:6 pages:313-320 ispartof: location:Poland status: published

This paper examines the history of the management of the higher education sector in Tanzania. It reveals that government policies and management styles throughout the period from 1961 to the early 2000s created a culture of resistance within the higher education institutions, leading to struggles and many attempts to change the management of the sector. The authors analyse the effects of management practices in higher education and propose a model of institutional change that yields positive outcomes based on institutional needs and those of the academic faculty members.