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Health-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.

Over five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.

The data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.

The study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.

These findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.

The benefits of authentic leadership for followers have been thoroughly researched, but the effects on leaders’ well-being remain unclear. To address this research gap, the authors hypothesized reciprocal relationships between authentic leadership and work engagement as well as emotional exhaustion.

The hypotheses were tested in a German sample with leaders from different work sectors using a cross-lagged panel design with a time lag of 14 months (N = 137 at T1; N = 217 at T2).

Well-being significantly predicted leaders’ engagement in authentic leadership at the second measurement point, whereas the reciprocal relationships were not significant.

Drawing on the Conservation of Resources Theory, possible processes underlying the observed impact of leaders’ well-being on their leadership behavior are discussed. The present research provides evidence that well-being constitutes a crucial basic resource for leaders to engage in constructive leadership behaviors such as authentic leadership.

This study contributes to the literature by uncovering the causal order linking authentic leadership and leaders’ health.

Work-life flexibility policies (e.g., flextime, telework, part-time, right-to-disconnect, and leaves) are increasingly important to employers as productivity and well-being strategies. However, policies have not lived up to their potential. In this chapter, the authors argue for increased research attention to implementation and work-life intersectionality considerations influencing effectiveness. Drawing on a typology that conceptualizes flexibility policies as offering employees control across five dimensions of the work role boundary (temporal, spatial, size, permeability, and continuity), the authors develop a model identifying the multilevel moderators and mechanisms of boundary control shaping relationships between using flexibility and work and home performance. Next, the authors review this model with an intersectional lens. The authors direct scholars’ attention to growing workforce diversity and increased variation in flexibility policy experiences, particularly for individuals with higher work-life intersectionality, which is defined as having multiple intersecting identities (e.g., gender, caregiving, and race), that are stigmatized, and link to having less access to and/or benefits from societal resources to support managing the work-life interface in a social context. Such an intersectional focus would address the important need to shift work-life and flexibility research from variable to person-centered approaches. The authors identify six research considerations on work-life intersectionality in order to illuminate how traditionally assumed work-life relationships need to be revisited to address growing variation in: access, needs, and preferences for work-life flexibility; work and nonwork experiences; and benefits from using flexibility policies. The authors hope that this chapter will spur a conversation on how the work-life interface and flexibility policy processes and outcomes may increasingly differ for individuals with higher work-life intersectionality compared to those with lower work-life intersectionality in the context of organizational and social systems that may perpetuate growing work-life and job inequality.

Drawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses’ job satisfaction.

A quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses.

The results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses’ job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses’ job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high.

The results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages.

Managers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs.

First, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers’ call to consider an organization’s political context to fully understand employees’ attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics.

Utilizing a self-regulatory perspective, the authors examine how narcissism influences perceived negative inequity and the downstream effects on self-enhancement motivation and organizational citizenship behaviors (OCBs) over time.

A total of 689 useable three-wave panel data were obtained via Amazon Mechanical Turk during a three-month period. A latent growth curve modeling approach using EQS 6.4 for Windows was employed to test the hypothesized model.

Results illustrate that individuals with higher levels of narcissism perceive higher levels of perceived negative inequity and then form higher levels of self-enhancement motivation, which prompt more OCB directed toward the organization (OCBO) than OCB directed toward individuals (OCBI). When perceived negative inequity increases over time, narcissists experience a faster increase in self-enhancement motivation, which also leads to a faster increase in OCBO compared to the increase in OCBI.

Theoretically, this study provides theoretical and empirical insights into understanding the process through which narcissists' OCBs are motivated. Practically, this study offers several practical recommendations that help managers manage OCBs effectively in the organization.

When employees complete their work tasks, they often experience intrusions stemming from the work (professional intrusions) or the home domain (personal intrusions). Yet, little is known about the respective implications of these two types of intrusions for employees’ productivity. This paper aims to investigate how professional and personal intrusions at work relate to the bright (perceived performance) and dark (procrastination) sides of employees' productivity. Based on recent advances in Self-Determination Theory, the authors also examined the mediating role of psychological need unfulfillment in these relations.

The authors relied on a cross-sectional survey design. A total of 229 French employees took part in the study.

Results from structural equation modelling indicated that need unfulfillment mediated the negative association between personal intrusions and employees’ performance and the positive relation between personal intrusions and procrastination. Professional intrusions were positively related to the soldiering dimension of procrastination only.

This study sheds light on the differentiated effects of personal and professional intrusions, while uncovering the psychological mechanisms at play. Personal intrusions, by triggering employees’ need unfulfillment, were found to have more extended detrimental consequences than professional intrusions. To the best of the authors’ knowledge, this research is also the first to demonstrate the mediating role of need unfulfillment in the relations between socio-contextual characteristics and individual functioning, and thus contributes to Self-Determination Theory.

This study compared the results of self-report and ability-based tests of problem-solving abilities of 144 hospitality managers working at hotels and restaurants through an online survey. In the first stage of the study, the managers were asked to fill in the self-report problem-solving ability scale by Tesone et al. (2010). In the second stage of the study, the managers were asked to respond to questions in a case-study-based problem-solving test.

Problem-solving is a key aspect of business process management. This study aims to investigate and compare hospitality managers' actual and claimed (self-report) problem-solving abilities. A lack of unawareness of the actual level of skills may be an important problem as managers who tend to have inflated self-efficacy beliefs are less likely to allocate resources, e.g. time, money and effort, to develop a particular skill or ability they lack. They are also more likely to take risks regarding that skill or ability.

The results of the study showed that there was a major difference between the results of the self-report test and the actual test. This meant that the managers who participated in the study had inflated self-efficacy beliefs regarding their problem-solving abilities, i.e. they operated under the influence of the Dunning–Kruger effect. The study showed that self-report tests that are commonly used in businesses in recruitment and promotion may not provide a correct level of people's abilities. In general, managers who have inflated self-efficacy beliefs are less likely to be interested in developing a particular skill due to the overconfidence arising from their inflated self-efficacy beliefs. The study showed that managers were less likely to allocate resources, e.g. time, money and effort, to develop a particular skill they lack and are more likely to take risks regarding that particular skill.

Managers in the hospitality industry appear to lack problem solving-abilities. While the hospitality managers assigned high marks for their problem-solving abilities in a self-report problem-solving scale and appeared to be performing significantly good overall in problem-solving, they performed poorly in an actual problem solving exercise. It is recommended that businesses rather than depending on self-report problem-solving scales, they should resort to ability-based scales or exercises that actually measure managers' problem-solving abilities. Also, as managers who had formal tourism and hospitality education performed poorly, tourism and hospitality programme managers at universities are recommend to review their syllabi and curriculum so as to help support their graduates' problem-solving abilities.

The study is original as no previous study compared managers' problem-solving abilities by using self-report and ability-based tests. The study has implications for researchers in terms of developing knowledge, ability and skill-based scales in the future. The study has also significant practical implications for the practitioners.

People who experience mental illness often demonstrate limited help-seeking behaviours. There is evidence to suggest that media content can influence negative attitudes towards mental illness; less is known about how media impacts help-seeking behaviours. The purpose of this study is to identify if media plays a role in people’s decisions to seek help for their mental health.

The databases Academic Search Complete, CINAHL Plus with Full Text, MEDLINE, APA PsycArticles, APA PsycInfo, Social Sciences Full Text [H.W. Wilson] and Soc Index were systemically searched for papers in the English language that investigated the link between media and help-seeking for mental illness.

Sixteen studies met eligibility criteria. There was some evidence to suggest that various forms of media – including video and online resources – can positively influence help-seeking for mental health. Print media had some limited effect on help-seeking behaviours but was weaker in comparison to other forms of media. There was no evidence to suggest that media discourages people from seeking help.

This review identified that, given the heterogeneity of the included papers, and the limited evidence available, there is a need for more focused research to determine how media impacts mental health-related help-seeking behaviours.

Little research has focused on empowering leadership (EL) in the context of public organizations. Thus, this study aims to explore the relationship between EL and public employees' well-being (EWB). In addition, utilizing a moderated mediation mechanism, this study investigates the mediating role of psychological empowerment (PE) and the moderating role of time pressure (TP) and collectivist orientation in the proposed model.

Quantitative data were collected from 643 public servants working in wards (grassroot-level government) in Vietnam. Partial least squares structural equation modeling (PLS-SEM) was employed to test the proposed relationships.

The results show that EL and PE have a significant positive effect on EWB. Moreover, PE has a complementary effect on this nexus. The results also lent credence to the moderating roles of TP and collectivist orientation.

The empirical results of this inquiry provide valuable implications for public managers. The findings suggest that public managers can promote EWB by implementing EL and enhancing PE. Moreover, when designing and implementing tasks, managers should ensure sufficient time for their followers.

This study advances the understanding of public sector EWB via the predictive role of empowering leaders and the mediation mechanism of PE. Moreover, this study is among the pioneering studies exploring the moderating role of TP and collectivist orientation on these relationships.

Although nonwork mastery generates personal resources and improves employee well-being and performance, employees must invest personal resources to experience mastery during nonwork time. Drawing on conservation of resources theory and resource exchange perspectives, the purpose of this study is to examine the role of day-to-day provisions of affiliation resources by the leader in generating the personal resources necessary for employees to engage in nonwork mastery.

Daily diary data were collected from 198 employees (768 days). The proposed model was tested using Bayesian multilevel path analysis.

The results showed that on days when employees perceived that their leader provided more affiliation resources, they reported higher self-esteem and work engagement and, in turn, experienced higher levels of mastery. Furthermore, employees in high-quality (vs low-quality) leader–member exchange (LMX) relationships benefitted more from the affiliation resources provided by their leader in terms of work engagement.

The findings suggest that leaders can actively manage their employees' daily experience and functioning through seemingly ordinary demonstrations of warmth, care, and positive regard.

This study highlights the important role of leaders in improving employee daily work and nonwork experience and functioning and sheds light on the tangible resource provisions in the work context and the associated personal resources that account for daily variations in mastery. By distinguishing between daily affiliation resources and general perceptions of LMX relationship quality, this study contributes to a more nuanced understanding of the implications that resource provisions by the leader have for employees.