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This study aims to examine the relationships between personal (emotional intelligence, Dark Triad (DT), core self-evaluation and burnout) and situational variables (organizational justice) and organizational citizenship behavior (OCB) (supervisor report) and counterproductive work behavior (CWB) (self-report).

In total, 680 questionnaires were distributed to teachers in 20 Arab elementary schools in Northern Israel. Usable questionnaires were returned by 509 teachers (75%). The questionnaires covered emotional intelligence, DT, core self-evaluation, organizational justice, burnout, CWB and demographic characteristics. Their principals filled out questionnaires on the teachers’ in-role performance and OCB.

Results showed that CWB was mostly related to higher levels of psychopathy, lower levels of emotional intelligence (ability to use emotions) and higher levels of burnout (emotional exhaustion). OCB was related to higher levels of procedural justice, lower levels of burnout and higher levels of emotional intelligence.

Organizations should consider ways to reduce burnout, which may reduce CWB and increase perceptions of justice, thereby promoting OCB.

Two novel aspects are noteworthy. First, this study simultaneously examines both CWB and OCB to clarify the similarities and differences between them. Second, few studies have examined the correlates of CWB and OCB in Arab culture.

Social exchange theory predicts that perceptions of employee/employer exchange relationships may change as employees add educational qualifications. Literature also suggests that more innovative individuals, who are particularly important to organisations, may be more likely to change jobs. The purpose of this study is to test how the innovativeness of an individual differs in its contribution to retention when subjected to different mediating and moderating influences indicated in the literature, for a cohort of employees that are undertaking degree studies while working.

To test theory that suggests certain implications for employee turnover, the part-time studies unit of a large South African university offering degree studies by evening classes was sampled, yielding 323 useable responses, with a response rate of about 30%. Structural equation modelling (SEM) is used to test a theoretical model predicting certain mediating and moderating influences on the relationship between individual innovativeness and turnover intentions.

Individuals with higher innovativeness self-report higher turnover intentions, which seem to be reduced by the mediating effects of perceived supervisor support and job satisfaction. Perceptions of distributive justice and core self-evaluations, which may be associated with an individual's evaluation of the social exchange relationship, are found to directly enable retention.

A model of moderation and mediation relationships between employee innovativeness and turnover intentions is derived from the literature and tested, offering novel insights into how to retain valuable staff in this context.

This study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader effectiveness. First, the authors predicted that the greater the internal locus of a leader the more their self-rating will be in agreement with others' rating of them (1a). Second, the authors proposed that the greater the self-esteem of a leader the more their self-rating will be in discrepancy with others' rating (1b). Third, the authors hypothesized that the greater the self-efficacy of a leader the more their self-rating will be in agreement with others' rating (1c).

To test the hypotheses, multisource data were collected from 128 banking leaders (who responded about different aspects of leadership self-efficacy, internal locus of control, self-esteem and leadership effectiveness) and 344 subordinates (who rated their leaders' effectiveness in performing leadership tasks).Multivariate regression was performed by jointly regressing both leaders' self-ratings and subordinates' ratings as a dependent variable on internal locus of control, self-esteem and leadership self-efficacy as predictor variables.

Self-esteem of a leader the more their self-rating will be in discrepancy with others' ratings.

The study tried to investigate the leader-subordinate dis(agreement) on leaders’ effectiveness taking banking leaders in the Ethiopian Context. The finding of the results is crucial and important for leadership development programs.

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.

This study used a sample of 245 employees from Europe, all knowledge workers, to test the hypotheses.

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.

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.

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.

How can a manager lead an organization or a team in a particularly turbulent time? How can management cope with chaos and uncertainty? Drawing on behavioral strategy theory, this study aims at investigating how hubristic managers can enable organizations to thrive, even over small time periods, in chaotic and uncertain contexts and settings.

This study uses a qualitative methodology to explore the possible positive effects of hubris in a behavioral strategy. In particular, 45 interviews with leaders and followers of particularly high-performing secondary schools have been administered to try to fully understand the origin, process and performance evolution of organizations led by hubristic managers.

The results showed that, in chaotic and uncertain times, hubris can prove to be a trump card for managers in dealing with the pitfalls and uncertainties of the context in which the organization operates. Three major attributes were identified – overconfidence and over-persistence, recklessness and contempt for critical feedback – defining the positive behavioral strategies implemented by hubristic managers during the COVID-19 pandemic.

To the best of the authors’ knowledge, this study is the first to highlight, by means of qualitative methodologies, the positive managerial hubristic-behavioral strategy during turbulent times in the school sector.

The purpose of this paper is to explore the relationship between general self-efficacy (GSE), job search self-efficacy (JSSE), extraversion and job search success within a sample of new entrants in the labour market. It is hypothesised that JSSE acts as a mediator between GSE and job search success. Evaluation of the hireability – made by expert interviewers – of new entrants involved in a job interview simulation is proposed as a job search success criterion. Moreover, the moderating role of extraversion on the relationship between JSSE and job search success is explored.

Data were collected on 177 graduates from an Italian university. Participants were involved in a simulation of an interview conducted by experts of the personnel selection process, who gave an evaluation. Macro PROCESS for SPSS was used to test the hypotheses.

GSE has an indirect effect on job search success via JSSE. Moreover, extraversion has a moderating effect on the JSSE–job search success relationship for more extraverted job seekers.

Job search and counselling practitioners should consider extraversion and personal differences to improve the effectiveness of interventions aimed at fostering new entrants' self-regulatory resources and behaviours during the job search.

This study contributes to the existing research about the job search process by testing a new and important job search success criterion, showing that GSE could help new graduates in establishing a specific self-efficacy, such as JSSE, and demonstrating that extraversion interacts with JSSE.

Transformational leaders spark the intrinsic motivation of employees, thereby stimulating their extra-role performance. However, not all employees are lucky enough to have a transformational leader. The purpose of this paper is to investigate to what extent mindfulness can function as a substitute for transformational leadership. By being attentive to and aware of what is taking place in the present, mindfulness provides employees with a source of intrinsic motivation that lies within the person, thereby possibly making employees less dependent on transformational leadership.

An online survey was used to collect data of 382 employees working in diverse sectors in the Netherlands.

Moderated mediation analyses indicated that mindfulness partly compensates for a low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance, thereby providing evidence for the substitutes for leadership theory. Moreover, the findings extend previous research on the contribution of mindfulness to in-role performance by showing its additional value for intrinsic motivation and extra-role performance.

Despite the use of validated measures and the presence of an interaction effect, common-source bias cannot be out ruled completely.

Since mindfulness can be developed, the results suggest a training intervention to make employees less dependent on their leaders for their motivation.

This paper is the first to show that mindful people are more resilient against the absence of transformational leadership. Given the frequent changes in management layers in organizations, knowledge about resources for individual resilience and self-management is sorely needed.

Despite the interest in leaders' identity work as a framework for leadership development, coaching psychology has yet to expose its active ingredients and outcomes.

To do so, the authors reconcile published systematic literature reviews (SLRs) in the field to arrive at a more thorough understanding of the role of identity work in coaching. A total of 60 eligible SLRs on identity work and coaching were identified between 2010 and 2022. Four were included in the data extraction after selecting and screening, and the full texts of 196 primary studies reported therein were analysed.

Amongst the coachee-related factors of effective coaching, the coachee’s motivation, general self-efficacy beliefs, personality traits and goal orientation were the most frequently reported active ingredients, and performance improvement, self-awareness and goal specificity were the most frequently supported outcomes. The analysis indicates that leaders' identity work, as an active ingredient, can be a moderator variable for transformative coaching interventions, while strengthening leadership role identity could be one of the lasting outcomes because coaching interventions facilitate, deconstruct and enhance leaders' identity work. Further research is needed to explore the characteristics of these individual, relational and collective processes.

This study adds value by synthesising SLRs that report coachee-related active ingredients and outcomes of executive coaching research. It demonstrates that the role of leaders' identity work is a neglected factor affecting coaching results and encourages coaching psychologists to apply identity framework in their executive coaching practice.

The purpose of this study, which is grounded in decision-making theory, is to explore whether the occurrence of meaningful coincidences can positively influence executive confidence during periods of crisis.

Through a qualitative study with 24 interviews, this study focuses on Italian hospitality facilities in the Campania Region of southern Italy to explore how an executive confidence led by meaningful coincidences can influence managerial decisions during crisis situations. Data are analyzed through a deductive coding for qualitative analysis.

The framework proposes the connection by coincidences and confidence, emphasizing the process through which meaningful coincidences can positively influence executive confidence and managerial decision-making. The insights that emerge suggest a number of positive and beneficial aspects for decision-making during a period of crisis such as the COVID-19 pandemic.

To the best of the authors’ knowledge, this is the first study in the literature aimed at investigating, by means of qualitative methodologies, the positive outcomes of executive confidence in decision-making led by meaningful coincidences during crisis periods in the specific context of the Italian hospitality industry.

Drawing on social exchange theory and the expectancy–value model, this study has two objectives. First, it sought to explore the mediating role of nurses’ self-concept and affective commitment between perceived organizational support (POS) and three different targets (organization, co-workers and patients) of organizational citizenship behavior (OCB). Second, it aimed to develop a better understanding of how nurses´ self-concept and affective commitment mediate the influence of POS on OCB directed toward different targets through sequential mediation.

A cross-sectional study was conducted with 229 nurses. This sample was representative of the nursing population based on several demographic characteristics. Data analysis was performed using partial least squares analysis.

The study revealed that nurses´ self-concept plays a mediating role between POS and OCB directed toward the organization, co-workers and patients, while affective commitment has a mediating effect between POS and OCB directed toward the organization and co-workers. Finally, the indirect influence of POS on OCB through nurses´ self-concept and affective commitment was significant only at the organizational level.

This study contributes to the extant literature by identifying the mediating role of nurses´ self-concept among social exchange constructs such as POS, affective commitment and OCB directed toward different targets.