Role of psychological empowerment in the reduction of burnout in Canadian healthcare workers.

In this study, we investigated the role of psychological empowerment as a protective factor for burnout among workers exposed to work-related stressors (e.g. daily hassles, overload, job changes). A cross-sectional questionnaire study was conducted, with a convenience sample of 401 healthcare workers. Hierarchical multiple regressions were performed to test main and moderating effects of empowerment cognitions. Results revealed partial support for the hypotheses. Only the job meaningfulness cognition exerts a beneficent main effect on all burnout symptoms beyond the effect of stressors. Some moderating effects differing according to burnout dimensions were also found. Most interestingly, high levels of empowerment cognitions accentuate the effect of change-related resources in the reduction of emotional exhaustion. Because psychological empowerment has beneficial effects, organizations could rely on different strategies to enhance it.

Leader Extraversion as a Boundary Condition in the Relationship between Transformational Leadership, Vitality, and Job Improvement.

We examine the relationship between transformational leadership and job improvement behaviors by considering the moderating effect of leader extraversion and the mediating role of employee vitality. Multi-level path analysis on data from 101 leaders and 619 subordinates provided support to the moderating effect of leader extraversion, such that the relationship between transformational leadership and employee vitality is stronger when the level of leader extraversion is high. Moreover, a moderated mediation procedure showed that the indirect effect of transformational leadership on job improvement via employee vitality was conditional to the level of leader extraversion. We highlight the original contributions of these findings by discussing the moderating role of leader extraversion as an understudied theoretical alternative to its already well-explored role as an antecedent to leadership behaviors. On a practical level, our results indicate that organizations should consider not only what leaders do (transformational leadership behaviors) but also how these behaviors are contextualized by leaders' typical approach (extraversion) to instill a maximum of positive emotion such as vitality in employees.

Behavioral Integration of Individual Psychological Assessment Feedback: Assessor and Social Support.

The present study investigates the role of perceived social support and development-focused feedback techniques on behavioral integration of feedback in the context of individual psychological assessment. We hypothesized that development-focused techniques would predict participants' motivational intention to act on feedback and tested whether perceived social support would mediate or moderate the relationship between motivational intention and behavioral outcomes. We performed structural equation modeling analyses on data collected at two time-points. Two hundred and forty (N = 240) participants completed questionnaires immediately after their feedback session (T1) and 138 of them completed questionnaires three months later (T2). The model results, χ2 = 230.09, p < .01, CFI = .97, TLI = .97, SRMR = .06, RMSEA = .03 90% CI [.02, .05], suggest that development-focused techniques predict motivational intention, social support mediates the relationship between motivational intention and developmental activities (R2 = .31), and social support also interacts with development-focused techniques to predict behavior change (R2 = .40). The relationship between social support and behavioral change is higher when the assessor uses few development-focused techniques (at -1 SD, b = .32, p < .001, 95% CI [.27, .36]). The study provides empirical insights about how behavioral change unfolds in an IPA feedback context and suggests that participants could benefit from obtaining social support to act on feedback. Assessors should focus on development during feedback and encourage the participant to seek social support to facilitate their subsequent professional development. Because the findings rely on self-reported data, future studies would benefit from including observed measures.

How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics.

Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing-proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence-two job characteristics that enhance the motivational potential of social resources-are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.

The Basic Psychological Needs at Work Scale: Measurement Invariance between Canada and France.

The purpose of this study is to develop and validate the Basic Psychological Needs at Work Scale (BPNWS) in French, but items are also provided in English in the article. The BPNWS is a work-related self-report instrument designed to measure the degree to which the needs for autonomy, competence, and relatedness, as identified by Self-Determination Theory (Deci & Ryan, 2000), are satisfied at work. Using exploratory and confirmatory factor analysis, the first study examines the structure of the BPNWS in a group of 271 workers. The second study tests the measurement invariance of the scale in a group of 851 teachers from two different cultures, Canada and France. Results support the three-factor structure and show adequate internal consistency, as well as nomological validity across samples.