The cost of protecting resources: a cross-sectional study on the interaction between LMX and role ambiguity on work addiction and burnout among Canadian first-level healthcare managers.

Introduction: Using the conservation of resources (COR) theory, our study explores the interaction between role ambiguity and leader-member exchange (LMX) quality on burnout using work addiction as a mediator among Canadian first-level healthcare managers. Methods: Cross-sectional data was collected among 165 first-level managers working in healthcare with the support of interprofessional associations in Canada. Linear regression was used to test the presented hypotheses. Results: Work addiction fully mediated the positive relationship between role ambiguity and burnout among first-level managers. In addition, high LMX exacerbated both the direct and indirect effects of role ambiguity. Conclusion: Our study contributes by identifying role ambiguity as a context under which LMX can have adverse effects for first-level managers in healthcare. Moreover, work addiction acted as a mediator, theorized as a risky resource investment which depletes managers' resources. Having a good relationship with their team further entices managers to develop a pathological relationship with their work to protect its members, which in turn is related to higher levels of burnout.

The ripple effect of strain in times of change: how manager emotional exhaustion affects team psychological safety and readiness to change.

Introduction: Managers assume a pivotal role during periods of organizational change, yet there exists a notable gap in our understanding of how their emotional exhaustion may impact their capacity to generate readiness to change within their teams. Grounded in the conservation of resources theory (COR), this study explores the crossover effect of managers' emotional exhaustion on team readiness to change. We expect this to occur through higher levels of laissez-faire leadership, which impacts the teams' psychological safety. Methodology: Data was gathered within a Canadian governmental organization undergoing two significant changes-cultural change and digitalization-with a specific focus on leadership as a pivotal factor in preparing teams for change. Employing surveys from 372 team members and 62 managers affected by this change, we conducted path analysis to empirically test the proposed model across 74 teams and their respective managers. Results: Managers' emotional exhaustion has a negative indirect effect on team readiness to change. The double mediation pathway implies a positive relationship on laissez-faire leadership, which hinders psychological safety. In turn, psychological safety hampers team readiness to change. Conclusion: Managers must invest significant resources to fulfill their roles and responsibilities during strategic change. Those who feel exhausted during change may look for ways to protect some of their resources by reducing the time and energy they invest leading their team. This self-preserving resource strategy has detrimental consequences on teams' effectiveness during change due to an indirect crossover effect that affects the levels of psychological safety on the team.

Toward a new conceptualization of resilience at work as a meta-construct?

Organizations of all kinds are faced with multiple demands for adaptation of increasing frequency and amplitude due to such factors as reorganizations, climate change, pandemics, and labor shortages. This new reality requires our organizations to anticipate, adjust, and demonstrate resilience. The study of resilience at work relies on the comprehension of how organizational systems, as well as their work collectives and members, manage to overcome adversity without suffering from irreversible damage. However, the study of this phenomenon of interest contains grey areas concerning both its definition, its conceptualization, and the dynamic processes that underlie it. This theoretical paper addresses these different issues by providing first, a conceptual content analysis of the most frequently used definitions and second, a new conceptualization of resilience at work as a resource, either individual or collective. Moreover, we suggest a multilevel, dynamic, and virtuous conceptual approach to resilience at work, relying on both bottom-up and top-down flows. Accordingly, we formulate different theoretical propositions upon which future empirical research can draw to analyze the relationships between individual, team, and organizational resilience. Building on a conservation of resources lens, we offer a novel contribution to the resilience in the workplace literature, by providing an integrative and multilevel theory of resilience at work that highlights both the processual and interpersonal nature of its emergence, and the organizational levers that can foster it.

Effects of ethical climate in association with tenure on work addiction, quality of care and staff retention: a cross-sectional study.

OBJECTIVES: Work addiction is not contingent on personality alone; it is also impacted by social contextual factors. Work addiction influences the perceived quality of care and intention to remain in healthcare sector. The current study seeks to understand the role of ethical climate as a potential organisational lever to reduce such addiction, especially among newcomers. DESIGN: We contacted a sample of Canadian healthcare organisations to collect quantitative data using an online questionnaire from November 2021 to February 2022. All constructs (ethical climate, work addiction, perceived quality of care, intention to quit the profession) were measured using validated psychometric scales. 860 respondents provided complete questionnaires. We analysed the data using structural equation modelling and regression analysis. RESULTS: Work addiction mediated the indirect relationship between ethical climate and the intention to quit the profession (ß=-0.053; 95% CI (-0.083 to -0.029); p<0.001) and with quality of care (ß=0.049; 95% CI (0.028, 0.077); p<0.001). For each increase of 1 SD of ethical climate, the total effects regarding the variations in the outcomes were more important at low rather than high levels of tenure for work addiction (-11%, -2%), perceived quality of care (23%, 11%) and intention to quit the profession (-30%, -23%), respectively. CONCLUSION: Ethical climate in healthcare organisations has a significant and beneficial relationship with healthcare workers' (HCWs) work addiction behaviours. In turn, this relationship is related to greater perceived quality of care and higher intention to remain, especially for HCWs with lower tenure.