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The purpose of this paper is to explore the perception of the work‐family interface in an expatriation context. Furthermore, potential antecedents of work‐family enrichment and work‐family conflict in the work as well as in the family domain are identified and potential gender differences in perceptions sought.

An exploratory approach was adopted. The authors conducted in‐depth interviews with 15 expatriates and repatriates that were analysed using content analysis.

Work‐to‐family conflict was perceived as a time‐based conflict, whereas family‐to‐work conflict was perceived as an energy‐based conflict. Work‐family enrichment (i.e. work‐to‐family; family‐to‐work) was perceived as a transfer of skills and mood. Furthermore, at least in an expatriation context, the work‐family interface is reflected in more reciprocal influences than are currently presented in existing concepts. In total, four potential antecedents of work‐family interaction were identified: social support at work; development opportunities at work; family social support; and family adjustment. Finally, gender differences in the perception of the work‐family interface could be revealed.

First, the interviews were analysed solely by one person; consequently, inter‐rater‐reliability could not be tested. Second, a direct relationship between each potential antecedent and work‐family interaction can only be hypothesized.

The findings enable companies to implement support strategies that foster a positive interaction between the work and the family domain which, in turn, will enhance expatriation success.

The study provides one of the first exploratory examinations of the perception of the complete work‐family interface in an expatriation context. Furthermore, this is one of the few studies that include female and male international assignees in the sample and therefore can give a balanced perspective of the work‐family interface among male and female assignees.

Based on the limited strength model, the purpose of this paper is to examine the relationship of self-leadership strategies (behavior-focused strategies, constructive thought patterns) and qualitative and quantitative overload with subsequent self-control strength.

The present study is a field study with 142 university affiliates and two measurement occasions during a typical workday (before and after lunch). Self-control strength was measured using a handgrip task.

Hierarchical regression analyses revealed that self-leadership, quantitative overload, and qualitative overload were not directly associated with self-control strength at either of the two measurement occasions. Qualitative overload moderated the relationship between self-leadership and self-control strength, such that self-leadership was associated with lower self-control strength at both measurement occasions when individuals experienced high qualitative overload in the morning.

Employees and employers should be aware of the possibly depleting characteristics of self-leadership in order to be able to create a work environment allowing for the recovery and replenishment of self-control strength.

The present field study theoretically and methodologically contributes to the literature on self-leadership and self-control strength in the work context by investigating the depleting nature of self-leadership and workload.

It is of great importance for organizations to identify what can influence employees’ well-being. The theoretical model that the authors propose combines psychological and social determinants of stress at work. The purpose of this paper is to evaluate the contribution of work organization conditions, personality traits and their interaction to well-being in a sample of Canadian workers and companies.

Multilevel regression analyses were performed on a sample of 1,957 workers employed in 63 Quebec firms. Work organization conditions included (skill utilization, decision authority, psychological demands, physical demands, job insecurity, irregular schedule, number of working hours, social support from colleagues and supervisors, job promotion, and recognition) and personality traits included (self-esteem, locus of control and Big Five).

Work organization conditions (psychological demands, number of hours worked and job insecurity) and personality (self-esteem, locus of control, extraversion, neuroticism and conscientiousness) were significantly associated with well-being. The results of the analysis show that none of the personality traits included in this study interacts with work organization conditions to explain workers’ level of well-being.

This study provides support for the implementation of human resource management (HRM) practices in order to diminish the presence of stressful working conditions as well as for the eventual development of training programs designed to raise personality traits.

The purpose of this paper is to explore how middle managers respond to the career challenges caused by environmental regulation. In particular, this paper examines whether environmental regulation strength is positively related to middle managers’ openness toward change, and whether middle managers’ openness toward change is positively related to proactive behavior. Furthermore, the moderating role of top managers’ bottom-line mentality in these two relationships is examined.

Cross-sectional survey research (n=155) was conducted. During a training program, data were collected from 155 middle managers from a listed company that manufactures primary products. With these data the authors examined the main relationship and also explored the moderating effect of top managers’ bottom-line mentality.

Analysis of the findings indicates that perceived environmental regulation strength influences middle managers’ openness toward change and consequently their proactive behavior. In addition, top managers’ bottom-line mentality moderates both the link between environmental regulation strength and openness toward change and the link between openness toward change and proactive behavior.

The findings of this study reveal how environmental regulation induces middle managers’ proactive behavior, and the influence of top managers’ mentality on how middle managers respond to environmental regulation both cognitively and behaviorally.

The purpose of this study is to empirically investigate impact of transformational leadership on team performance and the effects of support for innovation and psychological empowerment in this association. Over the past many decades, teams have become an increasingly popular way of organizing and coordinating work. This trend creates new challenges for leaders, as they are expected to motivate individual employees and to improve team performance simultaneously.

This study proposes a conceptual framework for understanding motivation and support extended to individual employees which would influence team performance. The conceptual framework includes psychological empowerment and support for innovation as mediating variables in the effect of transformational leadership on team performance. The study also validates the proposed conceptual framework using a second-order confirmatory factor analysis technique, namely, partial least squares-structural equations modeling, with the data collected from 182 followers from 10 service organizations in the UAE.

The findings suggest that transformational leadership has significant positive impact on team performance and, on the contrary, transactional leadership has significant negative effect on team performance. Two dimensions of psychological empowerment such as meaning and self-determination have partial mediation effect in the relationship between transformational leadership and team performance.

This study contributes to the research that identifies team mechanisms influenced by transformational leadership that can affect team success and performance, particularly in the context of UAE-based organizations. Managerial implications and future research areas are further discussed.