Journal of Occupational Health Psychology最新文献

Heightened affective and physical reactions to daily stressful events predict poor long-term physical and mental health outcomes. It is unknown, however, if an experimental manipulation designed to increase interpersonal resources at work can reduce associations between daily stressors and physical and affective well-being. The present study tests the effects of a workplace intervention designed to increase supervisor support for family and personal life and schedule control on employees' affective and physical reactivity to daily stressors in different domains (i.e., work, home, interpersonal, and noninterpersonal stressors). Participants were 102 employed parents with adolescent children from an information technology (IT) division of a large U.S. firm who participated in the Work, Family, and Heath Study. Participants provided 8-day daily diary data at baseline and again at a 12-month follow-up after the implementation of a workplace intervention. Multilevel models revealed that the intervention significantly reduced employees' negative affect reactivity to work stressors and noninterpersonal stressors, compared to the usual practice condition. Negative reactivity did not decrease for nonwork or interpersonal stressors. The intervention also did not significantly reduce positive affect reactivity or physical symptom reactivity to any stressor type. Results demonstrate that making positive changes in work environments, including increasing supervisor support and flexible scheduling, may promote employee health and well-being through better affective responses to common daily stressors at work. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Humanity will mount interplanetary exploration missions within the next two decades, supported by a growing workforce operating in isolated, confined, and extreme (ICE) conditions of space. How will future space workers fare in a closed social world while subjected to persistent stressors? Using a sample of 32 participants operating in ICE conditions over the course of 30-45 days, we developed and tested a dynamic model of conflict and strain. Drawing on conservation of resources (COR) theory, we investigated reciprocal relationships between different forms (i.e., task and relationship) of conflict, and between conflict and strain. Results demonstrated evidence for a resource threat feedback loop as current-day task conflict predicted next-day relationship conflict and current-day relationship conflict predicted next-day task conflict. Additionally, results indicated support for a resource loss feedback loop as current-day relationship conflict predicted next-day strain, and current-day strain predicted next-day relationship conflict. Moreover, we found that job conditions affected these associations as current-day relationship conflict was more associated with next-day task conflict when next-day workload was high, but not when next-day workload was low. Similarly, current-day relationship conflict was more associated with next-day strain when next-day workload was high; however, this association decreased when next-day workload was low. Therefore, the results suggest that workload plays a critical role in weakening the effect of these spirals over time, and suggests that targeted interventions (e.g., recovery days) can help buffer against the negative impact of relationship conflict on strain and decrease the extent that relationship conflict spills over into task disputes. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

A challenge for leadership and health/well-being research and applications relying on web-based data collection is false identities-cases where participants are not members of the targeted population. To address this challenge, we investigated the effectiveness of a new approach consisting of using internet protocol (IP) address analysis to enhance the validity of web-based research involving constructs relevant in leadership and health/well-being research (e.g., leader-member exchange [LMX], physical [health] symptoms, job satisfaction, workplace stressors, and task performance). Specifically, we used study participants' IP addresses to gather information on their IP threat scores and internet service providers (ISPs). We then used IP threat scores and ISPs to distinguish between two types of respondents: (a) targeted and (b) nontargeted. Results of an empirical study involving nearly 1,000 participants showed that using information obtained from IP addresses to distinguish targeted from nontargeted participants resulted in data with fewer missed instructed-response items, higher within-person reliability, and a higher completion rate of open-ended questions. Comparing the entire sample against targeted participants showed different mean scores, factor structures, scale reliability estimates, and estimated size of substantive relationships among constructs. Differences in scale reliability and construct mean scores remained even after implementing existing procedures typically used to compare web-based and nonweb-based respondents, providing evidence that our proposed approach offers clear benefits not found in data-cleaning methodologies currently in use. Finally, we offer best-practice recommendations in the form of a decision-making tree for improving the validity of future web-based surveys and research in leadership and health/well-being and other domains. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Acknowledging increasing demands for workforce health, new theoretical concepts of health-oriented leadership (HoL) have been introduced, emphasizing the supervisor's direct and explicit engagement in workplace health by focusing on their self- and staff-care. However, empirical evidence of the effectiveness of HoL interventions for supervisors and their staff is still scarce. We developed a mindfulness- and skill-based HoL intervention and investigated its effectiveness in a quasi-experimental multisite field study including supervisor and employee ratings from 12 German companies. A total of n = 117 supervisors and their employees (n = 744) completed assessments on mental distress and perceived HoL before and after the intervention as well as during the 3-month follow-up period. The intervention group was compared to a passive control cohort based on propensity score matching. Hierarchical linear models showed that the supervisors who had participated in the HoL intervention experienced a significantly larger decrease in mental distress and an increase in health-oriented self-care as well as staff-care than did their matched controls (g = 0.18-0.59). These results were confirmed by intent-to-treat analyses. The effect on supervisors' mental distress was mediated by an increase of their health-oriented self-care and moderated by the frequency of their mindfulness practice. No significant effects appeared between groups regarding outcomes at the employee level. Overall, these findings indicate how HoL can be effectively trained to increase supervisors' self- and staff-care and reduce their mental distress. Future research should explore additional moderator variables, linkages to established work stress models, and improvements of these interventions to increase their effectiveness for employees. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

We investigated the moderating role of employee socioeconomic status (SES) in the relationship between leadership and employee well-being. Leadership forms an important predictor of how (un)well employees feel. Conceptualizing leadership effects and employee SES from a job demands-resources perspective, we propose that the relationship between leadership and employee well-being is stronger among employees with lower SES. These workers tend to have fewer resources and can benefit more from constructive leadership, but are burdened more by destructive leadership. We find support for this in two studies: In the first, a comprehensive meta-analysis of 219 studies and 241 independent samples (N = 120.596), we found that two markers of lower employee SES (i.e., lower education and lower occupation status) moderate the relationship of constructive and destructive leader behaviors with well-being. In the second study, we analyzed a large-scale representative employee sample (N = 62.602) and extended these findings by examining nonpermanent work contract as an additional occupation facet, and low income as another marker of lower SES. Additionally, we show that resources (autonomy, self-efficacy) and demands (work pressure, cognitive demands) represent possible mechanisms through which constructive and destructive leadership relate to well-being. Specifically, the indirect relationship of constructive and destructive leadership with well-being, through job demands and resources, was generally stronger among employees with lower SES. In addition, the findings provide support for a stronger role of leadership in the well-being of employees with lower SES, a large group of employees who are oftentimes not the central focus of leadership scholars or organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

This special issue introduces a set of papers that contribute to research on leadership and health/well-being from multiple perspectives. To situate these papers in current research debates, this introduction to the special issue provides an overview of research on leadership and health/well-being by using a microscope-macroscope perspective as an organizing framework. The microscope-macroscope organizing framework highlights that a comprehensive understanding of leadership and well-being requires researchers to consider multiple perspectives, including those of leaders and followers, embedded in their context and time. It encourages researchers to transcend more narrow input-process-output perspectives that are typically adopted when studying leadership and health/well-being. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Psychosocial safety climate (PSC) reflects the priority an organization sets for the psychological health and safety of its employees, important to predict future job design and worker health. PSC is assessed by aggregating employee perceptions to determine PSC level (mean scores) and strength (converging perceptions). Theoretically, the ideal climate is when PSC is high and strong, yet we do not know how to build these fundamentals. Since team leaders may transmit and shape PSC as set down by senior management, we explore their role (i.e., PSC and transformational leadership) in increasing and converging PSC perceptions in a team. We used three-wave longitudinal data (6-month lags) from 49 team leaders and 281 Australian health care workers nested in 49 teams. Multilevel analysis showed that team PSC levels increased over time. Using the consensus emergence model, PSC strength was moderated by PSC leadership. Considering PSC starting levels, when low, high PSC leaders were associated with increasing PSC, but if starting levels were high, low PSC leaders were associated with decreasing PSC levels and strength while high PSC leaders were associated with sustaining PSC strength. Transformational leaders had smaller effects than PSC leaders on PSC levels and no effect on strength. Mid-leaders' values and actions for employee psychological health are important to build PSC level and sustain strength. In this, they can reinforce PSC certainty and its safety signal effect which is shown to be important for reducing psychological problems. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Drawing upon Stress-as-Offense-to-Self theory, we develop a moderated mediation model whereby subordinate poor performance and leader well-being is linked by abusive supervision and this mediated relationship is further moderated by leaders' motives for abuse. Specifically, we posit that higher performance promotion motives will attenuate, whereas higher injury motives will exacerbate the relationship between abusive supervision and leader emotional exhaustion, due to their differential implications for leaders' ability to see themselves in a positive light. In a pilot study, we first examined and found support for the theorized mediation chain in a multiwave field study of organizational leaders (N = 71). In Study 1, we conducted a multiwave and multisource field study of leader-follower dyads (N = 274), which supported our predictions that the indirect effect between subordinate poor performance and leader emotional exhaustion via abusive supervision was strengthened for leaders higher on injury motives. In Study 2, we undertook a 2-week daily diary study with leaders (N = 129) to hone in on the latter half of our model, focusing on within-person dynamics linking abusive supervision and leader well-being and the moderating role of leader motives for abuse. Although the within-person relationship between abusive supervision and emotional exhaustion was positive within a given day across leaders, the lagged within-person relationship between abusive supervision and emotional exhaustion unfolded differently for leaders higher versus lower on injury motives. Namely, abusive supervision had a lingering detrimental effect on leader emotional exhaustion among leaders higher on injury motives. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Drawing on conservation of resources theory, we developed and evaluated a supportive leadership training (SLT) intervention designed to teach leaders ways to be supportive of their employees. Given the important role of supportive leaders in helping employees deal with excessive workloads, we theorized that the beneficial intervention effects on employee well-being would be particularly evident for employees who perceive higher levels of quantitative and qualitative workloads prior to the intervention. Using a cluster randomized controlled field trial, we tested the effects of the SLT on employee social well-being in terms of leader-member exchange (LMX) quality and employee hedonic well-being, including positive affective well-being, emotional exhaustion, and job satisfaction. The participants in the training were directors of childcare centers in Germany. To rigorously evaluate the intervention effects at the employee level, we collected survey data at baseline, 1 month postintervention, and 6 months postintervention, and we used an intent-to-treat approach to analyze the data. A total of 496 employees from 77 childcare centers provided data at baseline, of whom 266 and 226 employees participated in the 1-month and 6-month surveys, respectively. Linear mixed-effects models showed that the effectiveness of the intervention in terms of LMX quality and emotional exhaustion varied depending on the employees' baseline perceptions of quantitative workloads, such that employees with higher quantitative workloads benefited more from the SLT. The findings of this study improve the understanding of the types of outcomes of SLT and contribute to clarifying for whom SLT is effective. (PsycInfo Database Record (c) 2022 APA, all rights reserved).