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The purpose of this paper is to examine to what extent altruistic leadership (AL) contribute to happiness at work (HAW). In addition, the authors analyze the mediating role of those conditions that facilitate learning in the relationship between AL and HAW.

Confirmatory factor analysis by means of structural equation models was performed to check the proposed theoretical model, using a sample of 122 frontline bank employees.

Results show that, although specific leadership styles might contribute to employee well-being, it seems the shared characteristic of altruism what significantly impact employees HAW, by means of organizational learning capability.

Scarce research examines altruism as a leadership behavior. The authors provide to the leadership literature a theoretical model, and empirical evidence that altruism is an essential leadership behavior to promote learning and HAW.

The purpose of this research is to examine the impact of high-involvement work systems (HIWS) on absorptive capacity. In addition, the mediating effect of happiness at work in the relationship between high-involvement work practices and absorptive capacity is analyzed.

A 2-1-2 bathtub multilevel mediation model was used to analyze a sample of 783 employees from 111 bank branches, gathering data at three different times.

The results reveal that HIWS positively affect absorptive capacity. In addition, they show that happiness at work partially mediates the relationship between HIWS and absorptive capacity.

Happiness at work is a fundamental element for knowledge absorption. The findings support the basic assumptions of the job demands-resources model, and demonstrate how HIWS, acting as a job resource, lead to positive attitudes (happiness at work) and, in turn, to positive outcomes (absorptive capacity). The proposed HIWS, based on the assumptions of the mutual gains model, reveal a positive employment relationship with effects on both HAW and organizational outcomes. If organizations expose their employees to management practices that have specific benefits for their HAW, employees are more likely to perform their jobs in ways that will promote their absorptive capacity.

The purpose of this paper is to measure and conceptualize the concept of well-being-oriented management (WOM), and to investigate the relationship between well-being oriented management (WOM), harmonious work passion, and innovative work behavior (IWB).

In a sample of 362 senior managers, the authors used a two-wave structural equation model to verify whether the relationship between WOM and IWB was mediated by harmonious work passion.

This study reveals that human resource practices (HRM) oriented toward well-being, namely WOM, can be measured and conceptualized. In addition, WOM implemented over a period of one year, subsequently fostered IWB. Further, the role of harmonious passion as a catalyst in the relationship between these HRM practices and IWB was also examined.

Drawing upon the social exchange theory and the Job Demands-Resources model, our contributions are threefold: to conceptualize and empirically measure WOM; to discover the effect of WOM on IWB, and to assess the mediating role of harmonious work passion in the relationship between WOM and IWB.

The purpose of this paper is to investigate the relationship between inspirational leadership, participative decision making (PDM) and happiness at work (HAW).

The sampling frame consists of medical specialists in allergy of Spanish public hospitals (n=167). The authors used structural equation modelling to verify if the relationship between inspirational leadership and HAW is mediated by PDM.

Results suggest that PDM fully mediates the relationship between inspirational leadership and HAW. Thus, PDM plays an essential role in explaining how inspirational leader behaviours.

The authors put forward a cross-sectional research, which does not guarantee similar results in the future. Future longitudinal studies may reveal further effects of inspirational motivation and PDM beyond HAW. Also the authors focussed on a specific population of medical specialists working in public allergy units. Future research might consider longitudinal analysis and other populations.

This research provides evidence of the direct and positive effect of inspirational leadership on HAW. However, fostering inspirational leadership is not sufficient on its own to foment HAW, and should be complemented by applying other organisational factors such as PDM.

In recent years, some studies have put forward different conceptual models to explain the gap in the relationship between human resource management and performance, considering the effect of mediating variables. This study proposes a theoretical model that attempts to develop this human resource “black box” by empirically validating a conceptual proposal that links inspirational leadership, PDM and HAW.

The purpose of this paper is to examine the relationship between happiness at work (HAW), organisational learning capability (OLC) and organisational citizenship behaviour.

Through structural equation models, a sample of 167 allergists of public health services was analysed.

Results suggest that the relationship between HAW and organisational citizenship behaviour is fully mediated by OLC. Hence, OLC has a critical role to describe how HAW improves organisational citizenship behaviour. Basically, HAW promotes motivation for learning, and a better quality of the interactions between employees, which results in pro-social behaviours.

The sample is focussed in a knowledge-intensive context. Future research might consider other service sectors, such as a private business sector. In addition it would be interesting to examine a longitudinal perspective of the model.

The results confirm the direct and positive effect of HAW on organisational citizenship behaviour. Nevertheless, showing positive attitudes as HAW does not assure to achieve perceived service quality. It is needed to take into account certain conditions that promote learning.

Current attitudinal theories do not contemplate environments that promote learning to explain pro-social attitudes. The research offers a theoretical model and provides evidence that the attitudes-behaviours relationship needs to be explained bearing in mind OLC.

The purpose of this research is to examine the effect of ability, motivation and opportunity (AMO) practices on organizational citizenship behaviour (OCB), in medical staff working in specialized units. In addition, we check the mediating role of work-related well-being, understood as engagement, trust and exhaustion, in the relationship between AMO practices and OCB. Furthermore, the moderating role of service leadership is analysed in the relationship between AMO practices and work-related well-being.

Using the AMO framework under the job demands-resources (JD-R) model, and based on a sample of 214 employees from public healthcare, a time-lagged moderation-mediation model was performed.

Results provide evidence that AMO practices have a positive effect on OCB. Further, work-related well-being mediated the effect of AMO practices on OCB. In addition, service leadership exerted a moderating role between AMO practices and work-related well-being.

Building on recent research which has emphasized the knowledge gap regarding how human resource practices might positively affect both employees and organizations, this is the first study that indicates that said practices positively affect both employee well-being and OCBs in the public healthcare context.

Based on the job-demands resources model, this study examines the potential of human resource management practices to simultaneously improve physicians' burnout and quality of patient care during the COVID-19 pandemic.

Drawing on a sample of 499 physicians working in specialised medical units, structural equation models through PLS-SEM was used to check the proposed hypotheses.

The results show that human resource management can reduce physicians' burnout and increase quality of patient care by considering job demands and job resources as mediators. In addition, this study suggests that burnout and quality of patient care can be improved simultaneously.

This research is focused on healthcare, which opens important opportunities to extend the proposed model in other public and private industries.

Managers need to understand that fostering well-being among employees is crucial for human resource management and impacts positively on employee performance.

This study offers a double mediation process whereby job demands and job resources are key underlying mechanisms through which human resource management practices reduce burnout and improve performance in a compatible way.

The purpose of this paper is twofold: first, to examine whether inspirational leadership of heads of specialized medical units is related to individual ambidexterity of their dependent physicians; and second, to study the possible mediating role of organizational learning capability (OLC) in the relationship between inspirational leadership and individual ambidexterity.

Structural equation modeling was used on a sample of 194 medical specialists from Spanish public hospitals.

Results show that inspirational leadership is positively related to individual ambidexterity among healthcare physicians. In addition, the results of the study revealed that the relationship between inspirational leadership and individual ambidexterity is mediated by conditions that facilitate learning, namely, OLC.

This study uses cross-sectional data, which do not guarantee causality relationships among the examined variables.

The results of this paper suggest first that heads of healthcare units should inspire followers to achieve both exploration and exploitation. Second, it is also necessary to consider that inspirational leaders promote those conditions that facilitate learning, which should be particularly taken into account to enhance both physician’s exploration and exploitation.

In stressing an evident gap in the relationship between leadership and ambidexterity at the individual level, this paper attempts to advance in the leadership literature by revealing how the action or power of moving the intellect or emotions, and enhancing enthusiasm and confidence, empowers physicians to both explore and exploit knowledge. The results also indicate that the inspiration transmitted by the heads of medical services, facilitate physician’s perceived learning conditions which, in turn, fosters their individual ambidexterity.

The purpose of this paper is to investigate the relationship between transformational leadership (TFL), organizational learning capability (OLC) and happiness at work (HAW), and offers a new measure for HAW.

The authors used confirmatory factor analysis to test the theoretical model in order to check the psychometric properties of HAW. They examined a sample of 167 medical staff working in allergy units, which represents a response rate of 25 per cent.

The research showed that HAW can be measured using the proposed new measurement scale, and that TFL predicts HAW through the mediating role of OLC.

The results suggest that hospital managers and heads of allergy services should consider the effects of TFL, under certain learning conditions, to enhance HAW.

This research is the first that examines the effects of TFL and OLC on HAW, a higher order construct that has been implemented closely following previous research.