Search

Change agents influence employee attitudes in order for organizations to change. In an effort to unravel this influence mechanism, we examined the change leader-recipient relationship. More specifically, how change leaders’ championing (independent variable) relates to recipients’ readiness to change (dependent variable). Our conceptual model of change leaders’ prosocial sensegiving is based on adult attachment theory operationalized through storytelling. To test our model, we surveyed 164 change recipients undergoing organizational change in various industries. Results confirm the first part of our model: psychological need satisfaction partially mediates the relation between change leaders’ championing and recipients’ readiness to change. In other words, prosocial change leaders act as attachment figures alleviating anxiety caused by ambiguity addressing change recipients’ proximity-seeking behaviour. Despite what has been described in scholarly works, change leaders’ methods of persuasion seem to be a more accurate indicator of recipients’ readiness for change. Part two of our hypothesized model could not be confirmed: moderation effects of leader influence and narrative intelligence could not be confirmed. We conclude that prosocial change leaders’ who demonstrate narrative intelligence use stories to elicit an emotional response from change recipients, effectively increasing their perceived psychological need satisfaction, ultimately affecting their readiness to change.

Purpose – At the dawn of a new decade, as ever more corporations are pursuing sustainable working conditions and advocating employee well-being, employees are increasingly tending to feel fatigued and drained by their work, which compromises their performance. Drawing on the job demands–resources model and social acceleration debate, the authors test a moderated mediation model. Specifically, the authors hypothesise that unreasonable tasks raise perceptions of emotional exhaustion when the pace of work is increased and investigate the moderating role of psychological detachment. Design/methodology/approach – This study used a sample of 245 employees from Europe, all knowledge workers, to test the hypotheses. Findings – Apart from unreasonable tasks being directly related with emotional exhaustion, this relationship was mediated by the perceived work pace. In addition, the authors establish psychological detachment as a relevant moderator for the mediating effect. Practical implications – Managers and HR practitioners are equipped with a better understanding of the effects of an increasing speed of work, the conditions leading to it and the individual and organizational resources that may help to create healthy and meaningful job positions, which facilitate employee efficiency. Originality/value – Our study expands the literature on contemporary stressors and adds to what is known about the ‘dark side’ of job demands that affect the organizational bottom-line, as well as the resource-based mechanism that can buffer the negative effects.

The COVID-19 outbreak has blurred the boundaries between work and personal life, making the concept of work-life balance (WLB) even more important. Based on a three-source (employees, family members, and supervisors) sample (n = 436) of working professionals, we investigated the importance of enriched job design for employee WLB. In addition, on the basis of the job demand-control (JD-C) model, we examined whether organizationally imposed formalization and employees’ individual adaptive personality traits (proactive personality and resilience) act as boundary conditions that strengthen this positive relationship. First, we conducted a supplementary analysis to investigate further which of the enriched job design characteristics play the most important role in our three-way interaction models predict- ing WLB. Then we discuss implications for theory and practice.

PurposeBesides diversity's positive effects, groups of “we” against “them” may form in accordance with social categorization theory, showing diversity's negative consequences. The authors aim to reconcile these results and examine their boundary conditions.Design/methodology/approachThe authors studied 584 working professionals from five contexts (transnational companies dealing with multicultural interactions) and analyzed data using moderated-mediation procedures.FindingsA leader-promoting diversity climate plays a crucial role in moderating the negative relationship between perceived dissimilarity and group identification, which is mediated by value dissimilarity.Originality/valueThis study mainly contributes by treating dissimilarity as a multicomponent construct, emphasizing the crucial differences embodied in various conceptualizations of dissimilarity – namely visible and value dissimilarity. For dissimilarity to result in group identification, the results highlight leaders' crucial role, beyond that of organizations and individuals, in stimulating a diversity-embracing climate in work units.

Among other things, the COVID-19 pandemic has greatly affected the use of time of individuals. The burdens seem to have been unequally distributed between men and women. This paper analyses gender differences in Slovenia in time spent on paid and unpaid work before and during the lockdown. The design of our study enables us to examine the change in time spent on 14 different activities in an average workday before and during the pandemic. We find that during the pandemic, the gender gap in paid work widened, meaning that men spent even more time on paid work compared to women. Men also began to cook, devoted more time to cleaning and spent significantly more time caring for children. Therefore, the gender gap in childcare, which was marginally significant before the pandemic, became insignificant. During the pandemic, women spent relatively more time on home maintenance, which in turn led to a narrowing of the gender gap in this activity.