Reaching the top but not feeling on top of the world: Examining women's internalized power threats.

More and more women are breaking the glass ceiling to obtain positions of power. Yet with this rise, some women experience threats to their power. Here we focus on women's perceived threats to the stability of their power and the degree to which women feel they do not deserve their power positions, as reflected in their impostor feelings.

Contextualizing the Impostor "Syndrome".

The impostor "syndrome" refers to the notion that some individuals feel as if they ended up in esteemed roles and positions not because of their competencies, but because of some oversight or stroke of luck. Such individuals therefore feel like frauds or "impostors." Despite the fact that impostor feelings are often linked to marginalized groups in society, to date, research predominantly approaches this phenomenon as an issue of the individual: pointing toward individuals for the roots and solutions of the "syndrome.

The design and development of a hybrid off-job crafting intervention to enhance needs satisfaction, well-being and performance: a study protocol for a randomized controlled trial.

Background: Employees dealing with job demands such as high workload and permeable work-life boundaries could benefit from bottom-up well-being strategies such as off-job crafting. We have developed a hybrid off-job crafting intervention to promote off-job crafting, a proactive pursuit to adjust one's off-job time activities to satisfy one's psychological needs. This hybrid intervention contains both on-site (two trainings) and online elements (smartphone app) to enhance employees' well-being and performance within different life domains.

The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work.

Many employees in modern, knowledge-based organizations are concurrently involved in more than one team at the same time. This study investigated whether a within-person change in such individual multiple team membership (MTM) may precede and may be predicted by changes in an employee's overall job performance. We examined this reciprocal relationship using longitudinal archival data from a large knowledge-intensive organization, comprising 1,875 employees and spanning 5 consecutive years.

Temporary versus permanent group membership: how the future prospects of newcomers affect newcomer acceptance and newcomer influence.

Three studies examine how the future prospects of new group members affect newcomer acceptance and newcomer influence. In Study 1, participants anticipate accepting temporary newcomers less easily than permanent newcomers because they expect temporary newcomers to differ from the group. In Study 2, the effects of newcomer entry in three-person groups are examined.