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The purpose of this paper is to study well-being among the internationally mobile work force by exploring the relationships between international business traveling, work-family conflict (WFC), and health issues. In this study, these relationships are examined on the basis of the health impairment process of the job demands-resources model. More specifically, the study examines the role of WFC as a mediator between international business travel and sleep problems using a full panel design.

The data for this study are drawn from Finnish employees whose work involved international business travel (n=868) and who answered two surveys with a one-year time lag.

The results showed that international business travel in terms of the number of travel days per year, while not predicting sleep problems directly over time, did significantly increase WFC, which in turn increased sleep problems. Thus, WFC functioned as a mediator in the relationship between business travel and subsequent sleep problems.

The results indicate that family-friendly HR policies and practices might help international business travelers (IBTs) reduce levels of WFC, which could in turn protect them from harmful health effects, particularly sleep problems.

The study examines the understudied professional group of IBTs and contributes to the knowledge on their well-being and WFC issues.

In the context of occupational health psychology, personality has usually been depicted from the perspective of single traits, dispositions, or their combinations. However, there is a clear need to better understand personality as a whole. For this reason, an integrative framework of personality is presented in order to give a more comprehensive and cohesive picture of how the different personality constructs relate to each other. In recent years, several holistic models of human personality have been presented. For example, such models have been formulated by Dan McAdams (1995), Brian Little (2007), Robert McCrae and Paul Costa Jr. (1999), and Brent Roberts and Dustin Wood (2006). In this chapter, we briefly introduce one of these models, that is, the three-tiered conceptual framework of personality by McAdams and his colleagues (McAdams, 1995; McAdams & Adler, 2006; McAdams & Olson, 2010; McAdams & Pals, 2006). This comprehensive and multifaceted model conceptualizes human personality via a developing pattern of (1) dispositional traits, (2) characteristic adaptations, and (3) constructive life narratives (see Fig. 1). Each of these three levels possesses its own characteristics for describing and understanding personality.

The purpose of this paper is to examine the relationships between authentic leadership and team climate across 22 months. More specifically, three alternative causation models (normal, reversed, reciprocal) were tested.

The longitudinal study was conducted among 265 Finnish municipal employees (87.5 per cent women, mean age 48.4 years). The participants completed a questionnaire three times: at baseline (T1), about 14 months after baseline (T2) and about eight months after the second questionnaire (T3).

The cross-lagged analyses based on structural equation modelling lent support to the reversed causation model more than the normal causation and reciprocal models. More specifically, team climate at T2 predicted authentic leadership across eight months at T3. Thus the study suggests that positive team climate (i.e. vision, participation safety, task orientation, and support for innovation) may foster authentic leadership in the long term and not vice versa.

The findings suggest that − besides improving team climate and authentic leadership themselves – team climate should be improved in order to enable authentic leadership to develop and flourish. It is important to emphasize that in forming the team climate employees are active agents and not passive targets.

The study is among the first to test different causal models regarding authentic leadership and team climate. From the theoretical viewpoint, the findings suggest that follower-centric theories of leadership merit greater attention in the future.

The purpose of the present study is to examine how perceived employability relates to job exhaustion, psychological symptoms and self‐rated job performance in involuntary and voluntary temporary employees compared to permanent employees.

The study is based on a cross‐sectional design using a sample of university teachers and researchers (n=1,014) from two Finnish universities. Of the sample, 40 percent (n=408) are permanent employees, 49 percent (n=495) involuntary and 11 percent (n=111) voluntary temporary employees. Most respondents (54 percent) have education above a Master's degree, the average age is 43 years, and 58 percent are women.

The results of general linear model analyses show that perceived employability promotes favorable outcomes among all respondents. However, the negative relationship between perceived employability and job exhaustion and psychological symptoms is stronger among voluntary than among involuntary temporary employees.

The study indicates that although perceived employability seems to be important to all employees, involuntary temporary employees benefit least from high perceived employability in terms of individual well‐being.

The purpose of this paper is to investigate whether immigrants, when in the minority, are more exposed to bullying at work than natives, and whether immigrants’ cultural distance from the host culture increases the risk of being bullied.

The study was conducted as a cross-sectional survey. The participants were immigrant (N=183) and native (N=186) employees in a transport company in Finland.

Whereas immigrants on average were more likely than natives to label themselves as being bullied, the culturally least distant group of immigrants did not differ in this regard from natives. Compared to natives, the risk of being bullied was nearly three times higher in the intermediate distance group of immigrants and nearly eight times higher in the culturally most distant group. The primary type of negative act immigrants were subjected to was social exclusion.

It would be advisable for future research investigating immigrants’ exposure to bullying to use quasi-objective measures along with a self-labelling measure, and to apply qualitative methods.

The heightened risk of culturally distant immigrants to being exposed to bullying might be reduced by improving employees’ cross-cultural communication skills and by promoting an atmosphere of acceptance of cultural diversity.

The study is an addition to the still scarce literature on immigrants’ exposure to workplace bullying, and takes into particular account immigrants’ cultural distance from their host culture.

The purpose of this paper is to examine whether the link between transformational leadership and depressive symptoms among employees is mediated by such personal resources as occupational self-efficacy, perceived meaningfulness of the work, and work-related rumination.

The study was conducted using questionnaires among 557 Finnish municipal employees in various occupations. The statistical analysis was based on structural equation modeling. A multiple mediation model enabled us to investigate the specific indirect effects of each mediator. Model comparison was applied to ascertain whether the mediation should be considered as full or partial.

Results based on model comparison showed that the proposed factors fully mediated the negative relationship between transformational leadership and depressive symptoms. Thus high level of transformational leadership was associated with high levels of occupational self-efficacy and perceived meaningfulness of the work, and low level of work-related rumination during off-job time, which, in turn, were associated with low level of depressive symptoms. The fully mediated model explained 36 percent of the variance in depressive symptoms. All of the three mediators made a unique contribution to this relationship.

The results imply that transformational leadership behaviors may decrease depressiveness among employees through strengthening the personal resources of employees. However, as the study is cross-sectional, causal relationships can only be hypothesized.

The study sheds new light on the possible processes through which transformational leaders may exert their health-promoting effects on employees even in terms of depressive symptoms.

Simon L. Albrecht is a registered psychologist and has a PhD and a master’s degree in Organizational Psychology. Simon’s PhD focused on identifying the dimensions, antecedents, and consequences of organizational trust. Simon is a Senior Lecturer within the Organizational Psychology program at Deakin University, Melbourne, Australia. Teaching, research, and practice interests are in the areas of work engagement, organizational development and change, leadership development, culture and climate, and organizational politics. Simon has published in numerous international journals, has numerous book chapters in print, and has presented at international conferences. In addition to his academic and research interests Simon also has considerable consultancy experience. He has previously been a director of a human resource consultancy engaged in delivering a broad range of organizational development activities and programs.