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Supervision is an essential component of the helping professions. It provides a gatekeeping role into the quality and effectiveness of care, while also having a safeguarding and reporting function. Moreover, practitioners' use of effective supervision is associated with various personal and organisational outcomes. Supervision is generally provided by a more senior member of the same or very similar profession. However, peer support is still a developing profession and does not, generally speaking, have peer supervisors. Although other professions can and do supervise peer workers effectively, there are various concerns that for many, the peer role gets diluted when those without lived experience are supervising peers.

The existing literature on abusive supervision, defined as a perception by subordinates that their supervisor displays hostility toward them (but falling short of physical abuse), is deficient insofar as it fails to account for workgroup differences in employees' perceptions of abusive supervision. We therefore sought to study such differences, which refer to as “abusive supervision dispersion (ASD).”

We interviewed 40 employees from a variety of organizations in Australia, focusing on the role of affective events in ASD dynamics, with a view to understanding how this phenomenon relates to individual and team processes.

We found that ASD stimulates employees to harbor negative emotions and resentment toward their supervisor, causing them to perceive even positive events negatively. We found further that, while low ASD facilitates team-member exchange by forcing abused members to band together resulting in low team conflict, high dispersion facilitates formation of subgroups and high team conflict.

These findings illuminate the paradoxical nature of ASD and suggest that employees experience dispersion through three paradoxes: (1) dispersion paradox, (2) resentment paradox, and (3) team paradox. Overall, these findings suggest that subordinates' perceptions of high ASD are associated with detrimental impacts on team performance.

Family governance is a topic of substantial practical relevance that merits much more attention in family business research (Gersick & Feliu, 2014; Suess, 2014). The purpose of this book chapter is to use the framework of a fair process to gain a better understanding of how family governance practices can help an entrepreneurial family firm flourish. Central to the analysis is the case of a 100-year-old entrepreneurial family firm that will serve as a best practice. Interviews with key members of the family and the business were held, and secondary data were gathered and analyzed. The chapter starts with a theoretical outline of the family as strategic resource and the family governance as a mechanism to manage this strategic resource. The principles of fair process are introduced as an underlying framework for the well-functioning of family governance practices. This is followed by the introduction of the case and the discussion of the key findings. This chapter ends with some concluding remarks.

This chapter addresses issues of power distribution in the context of doctoral research supervision. In this respect, manifestations of abusive practices constitute real problems for doctoral students in terms of the success and continuation of their research. A first reflection is made on the way this phenomenon is addressed in the literature and the explanations given. Then, it is brought into perspective with the notion of “excessive faculty entitlement” (Ratnam & Craig, 2021), to better understand how this asymmetrical power relationship between the supervisor and the supervisee is constructed and experienced. To provide exploratory answers on how to promote more equitable spaces for doctoral students, this study focuses on monitoring committees which represent an a priori more equitable way of addressing the issue of power distribution in supervision and which are therefore likely to help students in their doctoral journey. Our study of a recorded session of a monitoring committee is based on an analysis of the different discourses at work, discourse analysis being considered as a form of social action that has an impact on the lived experience and its foreseeable consequences (Fairclough, 2001). Characteristic features related to the specific detrimental asymmetries in this situation were identified. Several categories of power asymmetries detected in supervision were found to hinder the identification process at stake and thus the conditions for the doctoral student's success. It is suggested that awareness of these asymmetries could help supervisors to develop a more supportive and equitable relationship, leading to positive change.

After summarizing what has been learned so far, the purpose of this review is to suggest several promising avenues for future research on work-to-family enrichment (WFE) and family-to-work enrichment (FWE).

This is a literature review. After reviewing the existing research and searching for gaps in the literature, new areas of research will be proposed to fill these gaps.

While much has been learned about the antecedents and consequences of work–family enrichment in both directions, WFE and FWE, much remains to be learned.

Three important outcomes – job performance, organizational citizenship behavior, and counterproductive work behavior – need to be studied regarding WFE and FWE. Although supervisor support has been studied, the field needs to incorporate leadership theories and models to understand this phenomenon. Additional predictors of work outcomes – including emotional intelligence, leadership, emotional labor, social support, gender, and cross-cultural variables – need to be examined. Experience sampling methods and advanced research methodologies should also be used.

Although prior research has demonstrated the important effects of WFE and FWE, the practical effects on organizations in terms of job performance still need to be investigated.

The literature review conclusively demonstrates that WFE and FWE are both related to job satisfaction and family satisfaction.

This is the first review to summarize the existing meta-analytical research in this area and to propose the particular avenues of research advocated in this article.

Introduction: Amidst Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), turbulence is a vital component of an entrepreneurial landscape. VUCA world has set a new dynamic in the business environment and organisation’s settings. In such an environment, it is pertinent for entrepreneurs to exhibit creativity, innovative service behaviour, and performance.

Purpose: The study investigates whether creativity, innovative service behaviour, and performance of entrepreneurs are fostered through employee engagement practices in a highly volatile, uncertain, complex, and ambiguous environment.

Methodology: The methodology involves a systematic review and meta-synthesis. By identifying the major topics, a systematic literature review helped critically analyse and synthesise the literature.

Findings: According to the study, corporate entrepreneurial factors like (management reinforcement, reward/reinforcement, job autonomy/discretion, time attainability, and organisational boundaries) entrepreneurial potential, entrepreneurial orientation, human capital, self-efficacy beliefs lead to employee engagement, which, in turn, fosters creativity, innovative service behaviour, and performance among entrepreneurs in the VUCA world.