Drawing on social learning theory, this research examined the role of ethical leadership in conflict situations. Specifically, ethical leadership was predicted to build employees’ resolution efficacy ...and subsequently increase employees’ ability to deal with conflict situations in the workplace (i.e., relationship, task, and process conflict). A multisource study in Europe and a two-wave design study in Africa showed support for our mediation model. These findings expand and unite existing theory on conflict and ethical leadership.
This study tested and refined the job demands-resources model, demonstrating that several job resources play a role in buffering the impact of several job demands on burnout. A total of 1,012 ...employees of a large institute for higher education participated in the study. Four demanding aspects of the job (e.g., work overload, emotional demands) and 4 job resources (e.g., autonomy, performance feedback) were used to test the central hypothesis that the interaction between (high) demands and (low) resources produces the highest levels of burnout (exhaustion, cynicism, reduced professional efficacy). The hypothesis was rejected for (reduced) professional efficacy but confirmed for exhaustion and cynicism regarding 18 out of 32 possible 2-way interactions (i.e., combinations of specific job demands and resources).
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' selfdoubt. 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.
Introduction Extensive research has explored the incorporation of humor in therapy, revealing its potential positive effects on clients’ mental well-being and personal growth. However, limited ...research exists on how coaching could benefit from humor as an intervention and how its utilization impacts the interaction processes and outcomes for both the coachee and coach. Therefore, our research focuses on the use and effects of spontaneous humor within professional dialogues. This paper aims to extract insights from academic literature on humor in adjacent fields and apply these insights to the context of coaching. Methods This paper offers implications for coaching theory and practice, alongside a proposed research agenda. The initial phase involves analyzing reviews on humor in professional contexts, and coaching. Secondly, following the PRISMA guidelines for review, we identified 13 empirical studies, which address the role of humor in counseling, psychotherapy, and mentoring. Results and discussion Our findings suggest that humor serves as a valuable tool for establishing and deepening the working alliance, fostering adaptive coping mechanisms in clients, and enhancing the cognitive and behavioral process. Moreover, humor is shown to be advantageous for professionals in navigating challenging client relationships. These findings hold significance for the realm of coaching practice as well. In light of these insights, we propose the integration of humor use in education toolkits for coaching professionals.
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.
PurposeThe purpose of this study is to investigate the relationship between engaging leadership and open conflict norms in teams, with work engagement. A mediating role of basic needs satisfaction ...between these relations is proposed based on self-determination theory.Design/methodology/approachStructural equation modeling was used with 133 employees who rated their leader, their team and their own basic need satisfaction and engagement to analyze the direct and indirect effects simultaneously.FindingsThe analysis confirmed that both engaging leadership and open conflict norms had an indirect effect on work engagement through basic needs satisfaction. Furthermore, engaging leadership was positively related with open conflict norms.Research limitations/implicationsThe current study adds to the validation of engaging leadership as it confirms that engaging leaders strengthen work engagement through basic need satisfaction. Furthermore, it shows that not only the leader is important, but the team can impact their well-being through the creation of other social resources as open conflict norms.Originality/valueThis paper provides evidence that not only leaders are important to increase work engagement through basic needs satisfaction but also other social resources, such as conflict management. This offers a brand new perspective and opportunities on how to increase work engagement using social resources as conflict management.
Start-up conflict and hair cortisol Kozusznik, Malgorzata W.; Euwema, Martin C.
Psychoneuroendocrinology,
September 2020, 2020-09-00, 20200901, Letnik:
119
Journal Article
Recenzirano
Odprti dostop
•Perceived conflict in startup teams over 11 weeks is positively related to HCC.•Longitudinal designs are a useful technique for assessing predictors of HCC.•Interpersonal conflict is a type of work ...stressor that affects startups over time.
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.
This study investigates the crossover of burnout and work engagement among 2,229 Royal Dutch constabulary officers, working in one of 85 teams. The authors hypothesized that both states may transfer ...from teams to individual team members. The results of multilevel analyses confirm this crossover phenomenon by showing that team-level burnout and work engagement are related to individual team members’ burnout (i.e., exhaustion, cynicism, and reduced professional efficacy) and work engagement (vigor, dedication, and absorption), after controlling for individual members’ job demands and resources. The implications of these findings for interventions aimed at the promotion of employee well-being are discussed.
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