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Technology-facilitated violence and abuse is a truly global problem. As the diverse perspectives and experiences featured in this book have shown, the deep entanglement between technologies, inequality, marginalization, abuse, and violence require multi-faceted and collaborative responses that exist within and beyond the law. When this chapter was written, society was (and continues to be) facing an unprecedented challenge in COVID-19 – a global pandemic. At the same time, a renewed focus on racist police and civilian violence has occurred following the killings of George Floyd, Ahmaud Arbery, and Breonna Taylor in the United States. As we describe in this chapter, these two major moments are ongoing reminders of the profound social inequalities within our global communities, which are grounded in systemically discriminatory oppressions and their intersections. This chapter draws together some thoughts on technology-facilitated violence and abuse in an era of COVID-19 and antiracist protest. It explores these within the context of the book as a whole, highlighting the importance for improved understanding of, and responses to, technology-facilitated violence and abuse as part of a broader push for social justice.

The present study contributes to our understanding of how to curb burnout among hospital staff over time. The authors extend existing research by examining the mediating role of mission valence in the link between transformational leadership and burnout.

Self-administered questionnaire data from employees in a Canadian general hospital (N = 185) were analyzed using a time-lagged research design to examine whether transformational leaders can increase employees' attraction to the organization's mission (i.e. mission valence) and in turn alleviate long-term burnout.

Structural equation modeling analysis demonstrated that transformational leadership (time 1) was negatively related to the burnout components of emotional exhaustion and depersonalization (time 2). Further, the results showed that mission valence mediated these relationships.

The study findings are important for managers and professionals as they identify transformational leadership as a potent strategy to alleviate employee burnout and clarify the process through which this is achieved, namely, by increasing mission valence.

To date, surprisingly little research has explored how transformational leadership influences followers' burnout. To address this issue, the present study examined the role of transformational leadership on staff burnout through the mechanism of increasing mission valence. Understanding how to mitigate burnout is particularly critical in health care organizations given that burnout not only negatively impacts employee wellbeing but also the wellbeing and quality of care provided to patients.