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The purpose of this study is to analyse the relationship between servant leadership and job satisfaction and the moderating effect of employees’ proactive behaviour on this relationship.

Survey data were gathered from 256 employees (131 from Brazil and 125 from Spain). Structural equation modelling was used to test the research model.

The results of this study indicate that servant leadership is positively related to job satisfaction, with employees’ proactive behaviour negatively moderating the relationship between servant leadership and job satisfaction.

This study relates leadership and employee behaviour and advances our understanding of the conditions that affect the influence of servant leadership on followers. In addition, the country culture variable is found to be statistically significant. This result opens the way to deeper research into the effect of country culture on the behaviour of employees related to leadership.

The purpose of this study is to empirically examine how individuals’ hybrid entrepreneurial venturing activities (HEVA) influence key characteristics associated with one’s wage work, namely creativity and job satisfaction.

Through a cross-sectional self-administered survey design, data were gathered from 465 US-based useable responses via Amazon Mechanical Turk and analyzed using structural equation modeling (SEM).

Findings show individuals reporting higher levels of HEVA – such as creating, founding, starting or running – tend to also exhibit higher levels of creativity and job satisfaction in their workplaces. Findings further reveal that income negatively moderates the relationship between creativity and wage work job satisfaction.

By providing a better understanding of how engaging in HEVA can impact creativity and job satisfaction, this study has important implications for (1) managers seeking to influence key employee outcomes and (2) employees considering such entrepreneurial activities.

This paper adds to the growing scholarly and practitioner interest in hybrid entrepreneurship and its outcomes. Specifically, the paper adds new insights regarding how engaging in HEVA can influence individual skills (i.e. creativity) or organizational goals (i.e. employee job satisfaction). In doing so, the paper also uses insights from the intrinsic/extrinsic motivation literature to suggest how extrinsic motivators (such as income) can interact with intrinsically motivated behaviors (such as creativity) in influencing employee outcomes in wage work. Finally, the paper contributes to the growing interest in applying the empowerment perspective within entrepreneurship research by exploring where and how empowerment may occur.

Working remotely in a COVID-19-induced lockdown has been challenging for both organisations and their employees; studies report that job demands changed, and teleworkers experienced increased burnout. This paper explores the negative employee outcomes that this work arrangement brings along and offers possible solutions to counter such negative outcomes since they could be detrimental to the much-touted future of work.

The study adopted a time-lagged longitudinal design and collected two-waved data from 403 quaternary sector employees. The data were analysed using structural equation modelling and model-21 in PROCESS macro for SPSS.

Findings affirm that employees experienced increased job demands during this crisis. Employees reported an increase in turnover intention because of burnout caused by increased job demands. However, increased task interdependence alone did not have any effect on turnover intention. The perceived organisational task support (POTS) was found to forestall the negative effect of job demands on burnout, and employee resilience (ER) buffered the burnout and turnover intention relationship.

Providing remote work task support and boosting resilience among employees will help in doing away with the negative effects of teleworking. However, managers shall prioritise reducing job demands for teleworkers.

The linkage between work factors and turnover intention is well established. Drawing on the event system theory and using the COVID-19 context, the present study added to the existing knowledge by studying the role of job demands (workload pressure and task interdependence) on turnover intention through the mediation of burnout. The study goes beyond the existing literature by accounting for POTS as a first-level moderator between job demands and burnout relationship, and ER as a second-level moderator between burnout and turnover intention relationship.

This study aims to discuss relationship between job resources and employees adaptive job performance. Using the job demands-resource (JD-R) theory, the paper examines the mediating role of work engagement in the relationship between job resources and adaptive job performance. The study also explores the moderating role of psychological contract fulfillment.

The study is based on data gathered from 254 employees of hospitality sector in Pakistan through a Web-based survey. The statistical verification conducted through using partial least squares structural equation modeling.

Findings has confirmed that job resources positively related to employees’ adaptive job performance. Furthermore, the mediation effect is explained by employees’ work engagement. Interestingly, employee psychological contract fulfillment moderated the positive relationship between job resources and employees’ work engagement.

The present study expands the previous research that validates the assumptions of job demand-resources theory into hospitality employees to harness job resources with employees’ engagement and performance as well as highlight the role of psychological contract fulfillment.