What is the meaning in this? Teachers' propensity to search for meaning in life during COVID-19 and the role of meaningful work

The global COVID-19 pandemic has presented notable challenges in teachers' career paths. In the present study, Super's life-span, life-space theory was applied to examine the interplay between K-12 teachers' propensity to search for meaning in life and meaningfulness attributed to their work role (i.e., meaningful work) in predicting career-relevant outcomes in the face of challenging circumstances over the course of a semester. A model was proposed in which propensity to search for meaning in life led to better work and career outcomes, an effect moderated by meaningful work. Longitudinal data from a sample of 617 teachers over eight outcome measurement timepoints across the fall 2020 semester was leveraged to test the model using a latent growth curve modeling approach. Meaningful work was positively related to self-rated job performance and intrinsic work motivation, an effect that was stable over time. Interactive effects between propensity to search for meaning in life and meaningful work were found for intrinsic work motivation and occupational turnover intentions. At low meaningful work, those with higher propensity to search for meaning in life had higher intrinsic work motivation at the start of the semester and over time than those with low propensity to search for meaning. At high meaningful work, those with higher propensity to search for meaning in life had higher occupational turnover intentions than those with low propensity to search for meaning. Important implications for our understanding of meaning-making regarding roles in the life-space during challenging circumstances in the life-span and the practical applications of these findings for professions, organizations, and leaders are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

From managing nurses to serving nurses: The case for transfusing nursing management with servant leadership during the global COVID-19 pandemic

(2021) that endeavoring to conceptualize “a novel ‘COVID-19 pandemic crisis leadership behavior’ construct” (p. 35) would be a waste of resources. [...]from an I-O psychology perspective, we focus on applying servant leadership—which is naturally aligned with the values, roles, and responsibilities of healthcare professionals—to nursing management so that nurses can receive the support they need during the COVID-19 pandemic and future health crises. According to some scholars, focusing on individual servant leadership dimensions does not adequately capture the leadership construct’s complexity (e.g., Liden etal., 2015). [...]we discuss the application of seven core servant leadership dimensions to improve nursing management effectiveness during the COVID-19 pandemic. 1. Effective training is especially important for preparing nurses and other healthcare professionals to successfully navigate emergency scenarios (e.g., see Fung etal., 2015). [...]servant leader nurse managers should ensure that trainers and trainees are receiving effective training to improve patient care during COVID-19 and to better prepare nurses for future health crises. 5. Despite various personal and family needs and vulnerabilities, and limited access to essential resources such as PPE, nurses have been called on to put themselves at increased risk during the COVID-19 pandemic. [...]it is critical for nurse managers to clarify employer and employee expectations during the pandemic and effectively communicate with and support followers without threat of retaliation for raising concerns (American Nurses Association, n.d.).