Paradoxical leadership and well-being in turbulent times: a time-lagged study.

Introduction: Paradoxical leadership has recently been put forward as an approach to leadership that may transcend the inherent contradictions in contemporary organizational and personnel management. Empirical research on its potential role for bolstering employee well-being remains scarce. This study investigated whether paradoxical leadership positively impacts employee well-being, which is operationalized as employees' job, career and life satisfaction.

Subtle Cutback Management and Exhaustion: Qualitative Job Insecurity as a Mediator in a Sample of Dutch and Belgian Employees.

As an answer to crises such as COVID-19, organizations implemented more subtle forms of cutback measures such as wage moderation, loan sacrifice and recruitment freezes aimed at maintaining a financially healthy organization. In this study, the association between subtle cutback management and employee exhaustion was studied, and it was investigated whether this potential linkage can be explained by employee perceptions of increased qualitative job insecurity or the fear that valued features of the job will decrease in the near future. This research thereby extends prior research on the consequences of cutback management as well as regarding the antecedents of qualitative job insecurity.

More or Less Job Performance in an Insecure Job? A Study on the Relationship between Job Insecurity and In-Role and Extra-Role Performance.

Objective: To gain insight into the complex relationship between job insecurity and in-role and extra-role performance. Autonomous work motivation is investigated as a mediator in this relationship. The quality of the employee-supervisor relationship (LMX) is investigated as a moderator between job insecurity and autonomous work motivation.

Opportunities, barriers and facilitators of an indicated prevention strategy to prevent future long-term sickness absence in SMEs: A qualitative study.

Background: The efficacy of an indicated prevention strategy for long-term absence due to sickness has been demonstrated and is implemented in multinational companies. Such a strategy may also be beneficial for small and medium-sized enterprises (SMEs). However, due to the different contexts, adoption, and implementation of this strategy in SMEs may be quite different.

The Role of the Leader in Fostering Employee Resilient Behaviors: A Multisource, Longitudinal Study.

Objective: This study aims to uncover the relationship between leadership behaviors (servant and resilient), leaders' psychological capital, and employee resilient behaviors over time, and we assess whether employee resilient behaviors and employee psychological capital mediate this relationship.

Methods: Based on dyadic 3-wave data collected from 111 unique leader-follower pairs, we use time-lagged path analysis to test our hypotheses.

Results: Servant leadership and leaders' psychological capital may strengthen employees' psychological capital, which in turn may foster resilient behaviors in employees over time.