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This paper investigates the change talk (CT) strategies of the motivational interviewing (MI) technique and their relevance in achieving change goals within communities of practice (CoP), focusing on addressing real-world problems in today's complex world.

We employ a literature review and conceptual analysis to study the interactions and potential areas of complement between CT, MI and CoP theories.

This paper combines CT, MI and CoP theories to develop an integrated model called Facilitative Change Talk Leadership (FCTL).

This paper provides an innovative model (FCTL) to inform leadership educators about facilitating communities of practice. We provide a hypothetical case study to suggest how FCTL might foster collaborative inquiry and resilience amidst complex challenges. This case study illustrates a practical pathway for leadership educators and community practitioners to use this model in their own contexts.

The purpose of this study was to investigate the relationship between mindfulness and two types of well-being, namely subjective and psychological well-being, particularly in a managerial context. The mindfulness-to-meaning theory (MMT) suggests that the practice of mindfulness might lead individuals to reevaluate and find greater meaning in their experiences, ultimately contributing to increased well-being. Accordingly, we argue that mindfulness boosts well-being because it may potentially lead managers to reappraise what surrounds them, making them experience more frequent positive affect.

A two-wave survey with a two-week interval was used to gather quantitative data. An overall sample of 1,260 managers with and without experience with mindfulness took part in the study.

Structural equation modeling showed that mindfulness had a direct and positive relationship with both subjective and psychological well-being. Furthermore, both processes – positive reappraisal and positive affect – mediated the path from mindfulness to both forms of well-being.

The findings emphasize the importance of creating training strategies that develop managers’ ability to positively reappraise daily events and occurrences, which may trigger more frequently positive affective experiences. Therefore, promoting mindfulness training at the workplace may develop mindful employees, especially by working on specific strategies, such as positive reappraisal, which may be a promising empirical-based strategy to enhance well-being.

This study adds knowledge about how mindfulness can contribute to well-being and contributes to expanding the mindfulness-to-meaning theory by adding positive affective experiences as an additional mechanism in the relationship between mindfulness and well-being. Specifically, it demonstrates that the practice of mindfulness helps managers to positively reappraise their surroundings, which results in more frequent experiences of positive affect.

The purpose of this study is to investigate the barriers that prevent workers in the software industry from experiencing flow in their work.

This study was conducted by using a qualitative critical incident technique-inspired questionnaire.

The findings suggest that workers in the software industry perceive that the most obvious obstacles to experiencing flow are related to work not presenting enough cognitive challenges and situational barriers related to the characteristics of the job (e.g. workdays having too many interruptions and distractions, timetables often being considered too tight for creative exploration and problem solving and having negative user experiences with development tools).

The findings provide insights into flow barriers, specifically barriers that prevent workers in the software industry from experiencing flow.

This study relied on the job demands and resource model to understand employees’ turnover intentions. Recent studies have consistently lent support for the significant association between role ambiguity and turnover intentions; however, only a handful of studies focused on examining the potential mediators in this association. The authors argued that role ambiguity positively influences turnover intentions through affective mechanisms: job involvement and satisfaction.

To test the model, a large sample of working adults participated (N = 505).

Structural equation modeling results showed that role ambiguity, job involvement and job satisfaction were significantly associated with turnover intentions. Moreover, a serial mediation was found among the variables: employees with low levels of role ambiguity tended to report higher job involvement, which further increased their satisfaction with the job and subsequently decreased their turnover intentions.

The cross-sectional design is a limitation.

Practical suggestions regarding how organizations can reduce employee turnover are discussed.

The findings provide support for theory-driven interventions to address developing the intention to stay at work among working adults.