How Emotional Contagion among Teachers Affects the Relationship between Transformational Leadership and Team Cohesion.

Teachers and educators are experiencing turmoil under the drastic changes in educational practices caused by the COVID-19 pandemic. According to research, transformational leaders effectively facilitate organizational change by fostering teachers' sense of belonging and boosting social identity in their team members, which can result in better team well-being via higher team cohesion. Recently, research has increasingly explored the role of emotional contagion and its relationship with leadership. Accordingly, the current study aims to delve deeper into the role of emotional contagion in linking transformational leadership to cohesion among teachers in the school setting. To this purpose, 581 teachers from northern Italy filled out a self-report questionnaire (72.1% female, Mage = 47.06, and SDage = 11.42). A moderated mediation model was tested to assess the mediating role of organizational identification in the relationship between transformational leadership and team cohesion and how emotional contagion may moderate this association. The obtained results provided support to the hypothesized model. Overall, the present study corroborates the critical role of school principals' behavior in fostering greater organizational identification among teachers, which is associated with better team cohesion. This study constitutes an early attempt to gain more insight into the role of emotional variables in explaining the influence of leadership behavior.

Building Work Engagement in Organizations: A Longitudinal Study Combining Social Exchange and Social Identity Theories.

Starting from the insights of social identity theory and social exchange theory, the present study aimed to understand how social support and organizational identification relate to work engagement. Moreover, it sought to verify if social support and organizational identification interact with each other to explain work engagement three months later. A longitudinal study was conducted on a sample of 150 employees, in which organizational identification, social support, and work engagement were measured through a questionnaire. The results show that when employees can count on their supervisors' and colleagues' support, they will be more engaged in their work. In addition, when an employee strongly identifies with their organization, the employee's evaluation of the social support received from colleagues and supervisors becomes less critical in determining their work engagement. These results confirm our hypotheses and extend the findings of previous research on withdrawal behaviors. From a practical point of view, it seems important for organizations to invest in increasing identification, as well as in building a high-quality social exchange relationship, especially when levels of organizational identification are low or decreasing.

Determinants of workers' well-being during the COVID-19 outbreak: An exploratory study.

Inspired by the Conservation of Resource theory (Hobfoll, 1989), this study investigated the role of a broad set of personal vulnerabilities, social, and work-related stressors and resources as predictors of workers' well-being during the COVID-19 outbreak. Participants were 594 workers in Italy. Results showed that personality predispostions, such as positivity, neuroticism and conscientiousness as well as key aspects of the individuals' relationship with their work (such as job insecurity, type of employment contract or trust in the organization) emerged as factors promoting (or hampering) workers' adjustment during the COVID -19 outbreak. Interactions between stressors and resources were also found and discussed. Supplementary Information: The online version contains supplementary material available at 10.1007/s12144-021-02408-w.

Perceptions of the Targets and Sources of COVID-19 Threat are Structured by Group Memberships and Responses are Influenced by Identification with Humankind.

The purpose of this study was to investigate which social groups are perceived as a threat target and which are perceived as a threat source during the COVID-19 outbreak. In a German sample (N = 1454) we examined perceptions of social groups ranging from those that are psychologically close and smaller (family, friends, neighbors) to those that are more distal and larger (people living in Germany, humankind). We hypothesized that psychologically closer groups would be perceived as less affected by COVID-19 as well as less threatening than more psychologically distal groups. Based on social identity theorizing, we also hypothesized that stronger identification with humankind would change these patterns. Furthermore, we explored how these threat perceptions relate to adherence to COVID-19 health guidelines. In line with our hypotheses, latent random-slope modelling revealed that psychologically distal and larger groups were perceived as more affected by COVID-19 and as more threatening than psychologically closer and smaller groups. Including identification with humankind as a predictor into the threat target model resulted in a steeper increase in threat target perception patterns, whereas identification with humankind did not predict differences in threat source perceptions. Additionally, an increase in threat source perceptions across social groups was associated with more adherence to health guidelines, whereas an increase in threat target perceptions was not. We fully replicated these findings in a subgroup from the original sample (N = 989) four weeks later. We argue that societal recovery from this and other crises will be supported by an inclusive approach informed by a sense of our common identity as human beings.

A trouble shared is a trouble halved: The role of family identification and identification with humankind in well-being during the COVID-19 pandemic.

The COVID-19 pandemic has triggered health-related anxiety in ways that undermine peoples' mental and physical health. Contextual factors such as living in a high-risk area might further increase the risk of health deterioration. Based on the Social Identity Approach, we argue that social identities can not only be local that are characterized by social interactions, but also be global that are characterized by a symbolic sense of togetherness and that both of these can be a basis for health. In line with these ideas, we tested how identification with one's family and with humankind relates to stress and physical symptoms while experiencing health-related anxiety and being exposed to contextual risk factors. We tested our assumptions in a representative sample (N = 974) two-wave survey study with a 4-week time lag. The results show that anxiety at Time 1 was positively related to stress and physical symptoms at Time 2. Feeling exposed to risk factors related to lower physical health, but was unrelated to stress. Family identification and identification with humankind were both negatively associated with subsequent stress and family identification was negatively associated with subsequent physical symptoms. These findings suggest that for social identities to be beneficial for mental health, they can be embodied as well as symbolic.

Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project.

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = -0.132; 2020/2021, b = -0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a "too-much-of-a-good-thing" effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.

The mediational effect of social support between organizational identification and employees' health: a three-wave study on the social cure model.

BACKGROUND: Recent research postulated that organizational identification plays an important role in employees' health and well-being. Building on the Social Identity Approach as a framework, we test the so-called social cure hypothesis, according to which group-based processes of social support should reduce employees' psychological distress. DESIGN AND METHODS: While there is a considerable amount of cross-sectional evidence concerning the positive role played by organizational identification in this dynamic, there is a lack of full panel studies. This study tries to fill this gap by using data from a sample of technical and administrative staff of a University in Italy at three time points (N = 96). Data were analyzed using Autoregressive Cross-Lagged Panel models. RESULTS: We found support for the hypothesized longitudinal mediational model. Specifically, strongly identified employees tend to receive more social support, and this in turn reduces psychological distress over time. CONCLUSIONS: This study is the first test of the social cure hypothesis in an organizational context that uses a panel study design. We discuss the theoretical and practical implications for management.

Moral Disengagement and Generalized Social Trust as Mediators and Moderators of Rule-Respecting Behaviors During the COVID-19 Outbreak.

In this study, we tested a theoretical model with moral disengagement, a mediator, and generalized social trust (GST), a mediator and a moderator of the relationship between personality traits and rule-respecting behaviors (i.e., social distancing and stay-at-home), during the coronavirus disease 2019 (COVID-19) outbreak in Italy. The data were collected on 1520 participants (61% males). General results are threefold: (1) moral disengagement mediated the relationship between emotional stability, narcissism, psychopathy, and social distancing; (2) among components of GST, trust in Government mediated the relationship between psychopathy and social distancing; trust in known others mediated the relationship between emotional stability, agreeableness, and Machiavellianism with total number of exits; trust in unknown others mediated the relationship of emotional stability, agreeableness, conscientiousness, and psychopathy with average daily number of exits; (3) GST moderated the indirect effect of personality traits on rule-respecting behaviors through moral disengagement. The theoretical and practical importance of these results is discussed.

Unravelling Work Drive: A Comparison between Workaholism and Overcommitment.

Workaholism and overcommitment are often used as interchangeable constructs describing an individual's over-involvement toward their own job. Employees with high levels in both constructs are characterized by an excessive effort and attachment to their job, with the incapability to detach from it and negative consequences in terms of poor health and job burnout. However, few studies have simultaneously measured both constructs, and their relationships are still not clear. In this study, we try to disentangle workaholism and overcommitment by comparing them with theoretically related contextual and personal antecedents, as well as their health consequences. We conducted a nonprobability mixed mode research design on 133 employees from different organizations in Italy using both self- and other-reported measures. To test our hypothesis that workaholism and overcommitment are related yet different constructs, we used partial correlations and regression analyses. The results confirm that these two constructs are related to each other, but also outline that overcommitment (and not workaholism) is uniquely related to job burnout, so that overcommitment rather than workaholism could represent the true negative aspect of work drive. Additionally, workaholism is more related to conscientiousness than overcommitment, while overcommitment shows a stronger relationship with neuroticism than workaholism. The theoretical implications are discussed.

A daily diary investigation on the job-related affective experiences fueled by work addiction.

BACKGROUND AND AIMS: We studied the quality of the job-related emotional experiences associated with work addiction. We hypothesized that work addiction would fuel both a higher level of daily job-related negative affect and a lower level of daily job-related positive affect and that such affective experiences would mediate the relationship between work addiction and emotional exhaustion reported at the end of the working day. Additionally, in light of typical behaviors and cognitions associated with work addiction, we also hypothesized that work addiction would modify the relationships between day workload and same day emotional strain reactions (i.e., job-related negative affect and job-related positive affect). METHODS: Participants were 213 workers (42.5% female), most of whom holding a high-profile job position, who were followed for 10 consecutive working days in the context of a daily diary study. RESULTS: Multilevel analyses controlling for neuroticism revealed that work addiction was uniquely and positively related to daily job-related negative affect and that the latter mediated the relationship between work addiction and daily emotional exhaustion. On the other hand, work addiction was not negatively related to daily job-related positive affect; this relationship emerged only when removing neuroticism from the model. Additionally, work addiction strengthened the relationship between day workload and day job-related negative affect. DISCUSSION: Results indicate that work addicted are characterized by the experience of a negatively connotated affect during work, and that this kind of affect may be a mechanism explaining the work addiction-burnout relationship.

Exploring the mechanisms underlying the social identity-ill-health link: Longitudinal and experimental evidence.

There is strong and consistent evidence that identification with social groups is an important predictor of (ill-)health-related outcomes. However, the mediating mechanisms of the social identification-health link remain unclear. We present results from two studies, which aimed to test how perceived social support and collective self-efficacy mediate the effect of social identification on emotional exhaustion, chronic stress, and depressive symptoms. Study 1 (N = 180) employed a longitudinal two-wave design, whereas Study 2 (N = 100) used a field-experimental design with a manipulation of participants' social identity. Both studies consistently show that social identification was positively related to perceived social support, which, in turn, was positively associated with collective self-efficacy. Collective self-efficacy, finally, was negatively related to ill-health outcomes.

Unraveling the organizational mechanism at the root of safety compliance in an Italian manufacturing firm.

Safety performance is recognized as the more proximal and effective precursor of safety outcomes. In particular, safety compliance significantly reduces workplace accidents and injuries. However, it is not entirely clear what role organizational factors play in determining workers' safety. The present study contributes to defining which organizational factors increase safety compliance by testing a mediational model in which supervisor support is related to safety climate, which in turn is related to organizational identification that finally is related to safety compliance. We tested our hypotheses in a sample of 186 production workers of an Italian manufacturing firm using a cross-sectional design. Findings confirm our hypotheses. Management should consider these organizational factors in order to implement primary prevention practices against work accidents.

Positive Aging in Demanding Workplaces: The Gain Cycle between Job Satisfaction and Work Engagement.

Nowadays organizations have to cope with two related challenges: maintaining an engaged and highly performing workforce and, at the same time, protecting and increasing employees' well-being and job satisfaction under conditions of a generalized increase of job demand, in an increasingly growing older population. According to the motivational process of the JD-R model, a work environment with many organizational resources will foster work engagement, which in turn will increase the likelihood of positive personal and organizational outcomes, such as job satisfaction, performance, and intention to stay. However, it is not clear how this motivational process could work in different age cohorts, as older workers may have different priorities to those of younger colleagues. Postulating the existence of a gain-cycle in the relationship between work engagement and outcomes, in this study we tested a longitudinal moderated mediation model in which job satisfaction increases over time through an increment in work engagement. We hypothesized that this process is moderated by job demand and aging. We collected data in public administrations in Northern Italy in order to measure work engagement and job satisfaction. 556 workers aged between 50 and 64 replied to the survey twice (the first time and 8 months later). The findings confirmed a moderated mediation model, in which job satisfaction at time 1 increased work engagement, which in turn fostered job satisfaction 8 months later, confirming the hypothesized gain-cycle. This relationship was shown to be moderated by the joint influence of job demand intensity and age: higher job demands and younger age are related to the maximum level of level gain cycle, while the same high level of job demands, when associated with older age, appears unable to stimulate a similar effect. The results confirm that, on one hand, older workers cannot be seen as a homogeneous group and, on the other hand, the importance of considering the role played by the gain cycle of resources. Our findings show that age matters, and that greater consideration should be devoted to age differences in order to design appropriate human resources practices that foster work engagement and satisfaction.

The relation between overcommitment and burnout: does it depend on employee job satisfaction?

Using the Conservation of Resources (COR) theory as a framework, we hypothesized a maladaptive role played by overcommitment in the escalation of burnout. We further specified our model by testing an interaction effect of job satisfaction. By using a longitudinal design, we proposed a moderated mediational model in which burnout at Time 1 (T1) increases overcommitment, which in turn leads to more burnout one month later. We further expected to find a moderating role of job satisfaction in the link between overcommitment and burnout at Time 2 (T2). A group of 86 white-collar workers in personnel services in Italy (longitudinal response rate = 77.48%) participated in our study. The findings supported our hypotheses even when controlling for gender and role stressors. In particular, by using bootstrapping procedures to test mediation, we found evidence that employees reporting burnout tend to develop a maladaptive coping style, i.e., overcommitment, which in turn increases burnout over time. This relation was particularly strong for dissatisfied employees. These results highlight the importance of overcommitment for burnout escalation, as well as of job satisfaction, since it may mitigate, at least in the short term, the effect of such dysfunctional strategies.