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The purpose of this research was to investigate the influence of abusive supervision on work engagement, stress and turnover intention of subordinates. It was also proposed that work engagement and stress mediate the relationship between abusive supervision and turnover intention. Self-determination theory and the job demands-resources (JD-R) model provide the theoretical framework for the hypotheses.

The sample of this study consisted of 172 employees from public and private companies operating in different sectors of the economy. The hypotheses were tested through multiple regression analysis.

The results show that abusive supervision negatively influences engagement and contributes to increasing subordinates' stress and turnover intention. The study also found that the relationship between abusive supervision and turnover intention is mediated by engagement, but not by stress.

Data was obtained from a convenience sample and cannot, therefore, be generalized.

The study results suggest that employees are prone to leave an organization when they are subordinated to abusive leaders, corroborating the idea that workers choose organizations but leave their leaders. This, in turn, reinforces the importance of adopting proper leadership selection and training processes.

This research addresses the dark side of the relationship between superiors and subordinates, which has been scarcely examined in the Brazilian literature. It also draws attention to different harmful consequences associated with dysfunctional behaviors of professionals that hold leadership positions in organizations.

In previous studies, outcomes of leadership training have varied, with some studies suggesting large effects and others small. Although the transfer of training literature suggests a number of factors that influence training outcomes, this knowledge has seldom been used when evaluating the outcomes of leadership training. The purpose of the present study is therefore to examine how factors related to transfer of training influence outcomes of leadership training.

In the present research, follower-rated outcomes of a leadership training program in Denmark (N = 298) was examined from a transfer of training perspective.

Using Baldwin and Ford's transfer of training model as a framework, analyses revealed that leaders' utility reactions (i.e. perception of usefulness) and learning were linked to transfer of training. In addition, leaders' perceptions of transfer were associated with post-intervention follower-rated transformational leadership and collective self-efficacy.

Making sure that leaders find the training useful for their everyday activities (i.e. positive utility reactions) and that they have time to learn the training content is important to enable transfer and for leaders to use trained skills back at work.

The findings indicate the importance of understanding how leaders' perception of training content influences leadership training outcomes and that these perceptions need to be a part of the evaluation of leadership training. In addition, the findings suggest that factors predicting transfer of leadership training differ from other types of training.

This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions.

A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis.

Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility.

It is highly recommended that organizations work on the areas that lead to enhancing their employees’ performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for.

This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society.

Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

Non-technical skills are of increasing importance for safety engineers to perform their job. In their position as expert consultants, they work closely with managers. Thus, gaining management support is oftentimes crucial for safety engineers to successfully improve occupational health and safety. Drawing on organizational support theory (OST), this study investigates how safety engineers’ non-technical skills in communication and persuasion (i.e. rational and hard influence tactics) are related with their management support, and how management support is related with their individual task proficiency (ITP). The purpose of this paper is to examine the moderating role of safety engineers’ expert power in this context.

Using an online questionnaire, survey data were collected from 251 safety engineers working in Austria.

Rational influence tactics are positively related to ITP via management support, whereas hard influence tactics are not. Safety engineers’ expert power moderates the relationship between influence tactics and management support and, consequently ITP. High (vs low) expert status strengthens the positive relationship of rational influence tactics on ITP via management support. For hard influence tactics, high (vs low) expert power buffered the negative relationship of upward appeal and pressure on ITP via management support.

Safety engineers should rely on rational persuasion when cooperating with management to obtain support and improve their own performance.

This study connects the effect of influence tactics in the context of safety engineers’ work performance with OST. It demonstrates that safety engineers’ influence tactics are related to work role performance through management support and that these relationships are moderated by expert power.

This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain (JS).

Self-report data on EL, JS and PP were obtained from 113 working students in the USA, and a cross-sectional design was used. The data was analyzed using SPSS 27 through hierarchal multiple regression and the PROCESS macro.

The findings support the buffering role of PP on the hindering impact of EL on JS, such that followers with higher PP tend to buffer the positive relationship between EL and followers' JS.

This study recommends practitioners to hire proactive individuals and/or enable existing employees to engage in proactivity in the presence of exploitative leaders to better cope with their self-serving behaviors.

Using the conservation of resources (COR) theory, this study is the first to use PP as a personal resource that protects against and mitigates the negative impact of EL.

Supervisory employees in the hotel industry experience high levels of emotional exhaustion. The current study aims to examine the impact of perceived manager support, perceived control over time and negative emotions at others on hotel supervisors' emotional exhaustion. It further investigates the mediating role of perceived control over time and negative emotions at others on the relationship between perceived manager support and hotel supervisors' emotional exhaustion.

Paper questionnaires were distributed at a hotel supervisor training seminar. A total of 155 usable responses were collected from hotel supervisors. Confirmatory factor analysis and structural equation modeling were used for hypotheses testing.

Results showed that perceived manager support and perceived control over time both were negatively associated with hotel supervisors' emotional exhaustion. Negative emotions at others were positively related to hotel supervisors' emotional exhaustion. Both perceived control over time and negative emotions at others were found to mediate the relationship between perceived manager support and hotel supervisors' emotional exhaustion.

The study applied the job demand–resources model and the affective event theory to examine hotel supervisors' emotional exhaustion. The mediating role of perceived control over time and negative emotions at others added to the current knowledge of factors that are associated with hotel supervisory employees' emotional exhaustion.

The purpose of this paper is to inductively explore the context-specific preconditions for nurses' perceived organizational support (POS) in healthcare organizations.

A qualitative interview study was performed, based on the critical incident technique (CIT), with 24 registered nurses in different specialities of hospital care.

The nurses perceived three actors as essential for their POS: the first-line manager, the overarching organization and their college. The preconditions affecting the nurses’ perceptions of organizational support were supportive structuring and structures at work, as well as individual recognition and professional acknowledgement.

Previous studies of POS have mostly had a quantitative outset. In this paper, context-specific preconditions for nurses' POS are described in depth, enabled by the qualitative approach of the study. The findings may be used to guide healthcare organizations and managers aiming to foster nurses' POS, and thereby, benefit nurses' well-being and retention, as well as healthcare quality and efficiency.

This study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback interactions. The emphasis is on understanding how reciprocity within leader-member exchange (LMX) relationships manifests and how it influences the feedback dynamics.

Template analysis of a qualitative data set consisting of 81 semi-structured interviews with leaders (n = 29) and remote working subordinates (n = 52) was performed.

Drawing on the theoretical frameworks of the feedback environment and the leader-member exchange, the findings demonstrate the imbalance between the efforts of leaders and subordinates in building and maintaining a favourable feedback environment in the remote work context. The results of this study highlight the importance of the dyadic nature of feedback interactions, calling for a more proactive role from subordinates.

Given the estimation that the COVID-19 pandemic has permanently changed the way organizations work, leaders, subordinates and HR practitioners will benefit from advancing their understanding of the characteristics of dyadic, daily feedback interaction in remote work.

Qualitative research on feedback and leader-member exchange interactions in remote work that combines the perceptions of leaders and subordinates is sparse.

The purpose of this paper is to describe and explain trauma-informed approaches (TIAs) to mental health. It outlines evidence on the link between trauma and mental health, explains the principles of TIAs and their application in mental health and explores the extent to which TIAs are impacting in the UK.

The approach is a conceptual account of TIAs including a consideration of why they are important, what they are and how they can become more prevalent in the UK. This is supported by a narrative overview of literature on effectiveness and a scoping of the spread of TIAs in the UK.

There is strong and growing evidence of a link between trauma and mental health, as well as evidence that the current mental health system can retraumatise trauma survivors. There is also emerging evidence that trauma-informed systems are effective and can benefit staff and trauma survivors. Whilst TIAs are spreading beyond the USA where they developed, they have made little impact in the UK. The reasons for this are explored and ways of overcoming barriers to implementation discussed.

This paper – authored by trauma survivors and staff – describes an innovative approach to mental health service provision that, it is argued, could have immense benefits for staff and service users alike.

This paper aims to explore the mechanism of influence on the subordinate's sense of gain at work (SGW) in terms of the coaching leadership behavior (CL), supervisor-subordinate guanxi (SSG) and commitment-based practice of human resource management (CHRM).

Based on the survey of 584 employees from 50 firms operating in China, this study explores the effect of CL on employees’ SGW, which concerns two dimensions: sense of material gain and sense of spiritual gain.

Results show that the CL has a significant positive influence on both the subordinate’s sense of material gain and his/her sense of spiritual gain, in which there exists a mediating effect of SSG and moderating effects of CHRM for the influence.

This study not only develops the theory of SGW, but also provides a scientific basis and policy suggestions for employers to implement in order to enhance their employees’ SGW.

Few integrative studies have examined the impact of CL on employees’ SGW. Based on the Need-to-Belong Theory, this study adds new empirical evidence and constructs a theoretical model for the mechanism of influence on the SGW, examines the influence of CL on the subordinate’s SGW and finds a mechanism of transmission (SSG) and a boundary condition (CHRM) for the influence.