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The aim of this article was to investigate the conditions under which the dimensions of work-related wellbeing (i.e., serenity, social harmony, and involvement) can be beneficial for employee proactive behavior (PB). Based on theories of activation and theorization about the influence of wellbeing on performance, we proposed that the contribution of the wellbeing dimensions to PB depends on the type of challenge (i.e., knowledge job demands; KJDs) and level of stimulation (i.e., empowering leadership) that employees experience in their jobs. Data were collected from Canadian employees (N = 602) through a two-wave study. As predicted, findings indicated that KJDs and empowering leadership jointly interacted with serenity and involvement to predict PB. High levels of empowering leadership were found to strengthen the effect of the interactions between serenity and KJDs and between involvement and KJDs, and to intensify the positive relationship between involvement and PB among employees with high KJDs. We discuss the implications of these findings for theory and management of wellbeing and PB in workplaces., Author(s): Jean-Sébastien Boudrias [sup.1] , Francesco Montani [sup.2] , Christian Vandenberghe [sup.3] , Adalgisa Battistelli [sup.4] Author Affiliations: (1) grid.14848.31, 0000 0001 2292 3357, Department of Psychology, Downtown Station, University [...]

Building on the health belief model (HBM), this research tests, over six months, how the exposure to COVID-related information in the media affects fear, which in turn conditions beliefs about the severity of the virus, susceptibility of getting the virus, and benefits of safety measures. These health beliefs ultimately lead to social distancing and panic buying. As a first contribution, we find that fear is not directly triggered by the objective severity of a crisis, but rather formed over time by the way individuals are exposed to media. Second, we show that fear affects behaviors through the components of the HBM which relate to the risks/benefits of a situation. Last, we find that critical thinking about media content amplifies the 'adaptive' responses of our model (e.g., health beliefs, social distancing) and reduces its 'maladaptive' responses (e.g., panic buying). Interestingly, we note that the beneficial effect of critical thinking about media content disappears as the level of fear increases over time. The implications of these findings for policymakers, media companies, and theory are further discussed., Author(s): Marie Louise Radanielina Hita [sup.1] , Yany Grégoire [sup.2] , Bruno Lussier [sup.2] , Simon Boissonneault [sup.2] , Christian Vandenberghe [sup.2] , Sylvain Sénécal [sup.2] Author Affiliations: (1) grid.256696.8, [...]

Confusion persists about the overlap between high-quality leader-member exchange (LMX) relationships and personal friendships between a leader and a subordinate. How these notions differ, shift from one to the other, and what their consequences are remain unclear. This paper proposes a framework that examines the fundamental differences between high LMX relationships and friendships. We argue that when high LMX relationships shift toward friendships, they in fact shift toward blended friendships, where the leader and the subordinate concomitantly enact two distinct roles, worker and friend. These blended friendships are qualitatively different from high LMX and from friendships. We detail the process by which blended friendship develops in the context of high LMX relationships and identify the key variables and mechanisms that drive the emergence of such blended friendships. We then examine how subordinates' well-being, job engagement, performance, and turnover may simultaneously benefit and suffer from their involvement in a blended friendship. Plain Language Summary: For decades, the leadership literature has emphasized the importance of leader–subordinate relationships, providing abundant evidence that high-quality relationships between leaders and subordinates lead to a host of positive outcomes. Yet, significant confusion persists about the configurations of high-quality leader-subordinate relationships. How such relationships overlap and differ from personal friendships between leaders and subordinates, how they may morph into friendships, and what the outcomes of such relational change are remain unclear. This paper offers a theoretical framework that brings clarity to these issues. We examine the fundamental differences between high quality leader-subordinate relationships and friendships. We argue that when leaders and subordinates involved in a high-quality relationship get closer, their relationship may not turn into a friendship, but into a blended friendship, in which each partner must concomitantly behave as a friend and as a leader/subordinate. We examine how such relational shift may occur and identify key precipitating factors. We then explain how a blended friendship between a leader and a subordinate may lead to both positive and negative outcomes due to either enrichment or conflict between the friend's and the worker's role. The proposed framework clarifies the position of leaders and subordinates within their relationships with reference to friendship and sheds light on the dynamic nature of these relationships. [ABSTRACT FROM AUTHOR]

Drawing from transformational leadership (TFL) theory and research on contextual leadership, we examined a conditional process model of leadership in nursing teams to predict patient loyalty. Using TFL's individualized consideration dimension as a salient facet of the construct in care services, we first posited that nurses' team affective commitment would partially mediate the impact of nurse leadership. We further conceptualized nurse–physician collaboration, organizational formalization and task feedback as discrete contexts that may curb the influence of head nurses' individualized consideration. In a three‐wave, multisource and multilevel study, we surveyed 654 nurses and 1770 patients from 91 hospital units. We found that team‐level head nurses' individualized consideration positively and partially related to patient loyalty through nurses' team commitment and that higher levels of nurse–physician collaboration, organizational formalization and task feedback were associated with reduced influence of individualized consideration on team commitment and patient loyalty. We discuss the implications of these findings for advancing theory and research on TFL and contextual factors of leadership. [ABSTRACT FROM AUTHOR]

Introduction: Burnout has been typically addressed as an outcome and indicator of employee malfunctioning due to its profound effects on the organization, its members, and its profitability. Our study assesses its potential as a predictor, delving into how different sources of motivation--autonomous and controlled--act as mediational mechanisms in the association between burnout and behavioral dimensions of functioning (namely, organizational citizenship behaviors and work misbehaviors). Furthermore, the buffering effects of emotional intelligence across three different managerial levels were also examined. Methods: To this end, a total non-targeted sample of 840 Romanian managers (513 first-, 220 mid-, and 107 top-level managers) was obtained. Results: Burnout predicted motivation, which predicted work behaviors in a moderated-mediation framework. Contrary to our initial prediction, emotional intelligence augmented the negative association between burnout and motivation, exhibiting a dark side to this intelligence type. These findings are nuanced by the three managerial positions and shed light on the subtle differences across supervisory levels. Discussion: The current article suggests a relationship between multiple dimensions of optimal (mal)functioning and discusses valuable theoretical and practical insights, supporting future researchers and practitioners in designing burnout, motivation, and emotional intelligence interventions. [ABSTRACT FROM AUTHOR]

Building upon the Job Demands-Resources (JD-R) model (Demerouti et al., 2001) and the extensive research on employee turnover intention and well-being, we examined various demands and resources in relation to these outcomes. This study examined the differential relationship between job demands, and personal and job resources, and two organizational outcomes: turnover intention and emotional exhaustion. The job demands were role overload, role conflict, role ambiguity, and work-life balance. The job resources were resilience, servant leadership, relatedness, autonomy, job opportunities, pay satisfaction, and person-organization fit. An online questionnaire was administered to full-time employees via Qualtrics panel (N = 364). Job demands were positively related to emotional exhaustion, and personal and job resources were negatively related to turnover intention. Using relative weights analysis, demands and resources were found to account for different amounts of variance in the outcome variables. This study informs our understanding of and contributes to the advancement of the JD-R model to encompass various job demands and personal and job resources and their differential relationship to emotional exhaustion and turnover intention. [ABSTRACT FROM AUTHOR]

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This article looks at the relationship between psychological contract breach and voluntary turnover among newcomers, using supervisor trustworthiness as a mediator and negative affectivity as a moderator. Relying on data from 243 newcomers, psychological contract breach was found to be negatively related to the three dimensions of supervisor trustworthiness, i.e., ability, benevolence, and integrity. Supervisor integrity further mediated a positive relationship between psychological contract breach and voluntary turnover measured 8 months later. Psychological contract breach interacted with negative affectivity such that it was less negatively related to dimensions of supervisor trustworthiness at high levels of negative affectivity. The indirect relationship of psychological contract breach to voluntary turnover as mediated by supervisor integrity was also weaker at high levels of negative affectivity. We discuss the implications of these findings for research and practice. [ABSTRACT FROM AUTHOR]

We examined how affective (AC), normative (NC), perceived sacrifice (PS), and few alternatives (FA) commitments combine to form profiles and determine turnover intention and turnover. We theorized that three mechanisms account for how profiles operate, i.e., the degree to which membership is internally regulated, the perceived desirability and ease of movement, and the within-person contextual effects among profiles. In a sample of 712 University alumni, we found evidence of six profiles of commitment, reflecting different combinations of commitment forms. The AC Dominant, AC-NC Dominant, and Committed profiles displayed lower turnover intention than the Continuance Dominant and Not Committed profiles. Moreover, the Continuance Dominant profile and the profiles in which AC was high displayed lower turnover rates than the Not Committed profile. We discuss the implications of these findings for the understanding of drivers operating within commitment profiles. (Contains 1 figure and 5 tables.)

Using work on self-concepts and Conservation of Resources theory, the present research examined the motivational underpinnings of continuance commitment's subcomponents of perceived sacrifice and few alternatives. Study 1 (N=208) found job scope to be positively related to perceived sacrifice commitment, and negatively related to few alternatives commitment. Study 2 (N=147) found empowerment's meaning dimension to be positively related to perceived sacrifice commitment and self-determination to be negatively linked to few alternatives commitment. In Study 3 (N=301), perceived sacrifice commitment was found to be positively related to feedback seeking, while few alternatives commitment was negatively related to it. Finally, Study 4 (N=278) found perceived sacrifice commitment to be positively, and few alternatives commitment negatively, related to career success (promotion and pay raise decisions). Implications of these findings are discussed. (Contains 8 tables.)