An Evaluation of the Psychometric Properties of the Temporal Satisfaction With Life Scale.

The Temporal Satisfaction with Life Scale measures judgements of life satisfaction using 15 items, according to three temporal dimensions: past, present, and future. However, only seven studies have looked at the psychometric properties of the Temporal Satisfaction with Life Scale, and this has been individually across vastly different countries and cultures (Canada, China, Germany, Spain, Switzerland, Turkey, and United-States), and with different populations, such as undergraduate students, adults, and older adults. In addition, these studies have highlighted issues regarding the replicability of the validity of the scale structure and optimal number of items. In this study we use a large international and multicultural sample (n = 6,912) from the International Wellbeing Study and investigate the scale structure of the Temporal Satisfaction with Life Scale, resulting in the recommendation that a shortened 12-item version provides a better model fit compared to the original 15-item version. More in-depth correlates with aspects of wellbeing and illbeing, in relation to past, present, and future life satisfaction, are also presented than have been previously, which found positive correlations between the temporal dimensions of the Temporal Satisfaction with Life Scale and wellbeing, as well as negative correlations with illbeing measures.

Leader Extraversion as a Boundary Condition in the Relationship between Transformational Leadership, Vitality, and Job Improvement.

We examine the relationship between transformational leadership and job improvement behaviors by considering the moderating effect of leader extraversion and the mediating role of employee vitality. Multi-level path analysis on data from 101 leaders and 619 subordinates provided support to the moderating effect of leader extraversion, such that the relationship between transformational leadership and employee vitality is stronger when the level of leader extraversion is high. Moreover, a moderated mediation procedure showed that the indirect effect of transformational leadership on job improvement via employee vitality was conditional to the level of leader extraversion. We highlight the original contributions of these findings by discussing the moderating role of leader extraversion as an understudied theoretical alternative to its already well-explored role as an antecedent to leadership behaviors. On a practical level, our results indicate that organizations should consider not only what leaders do (transformational leadership behaviors) but also how these behaviors are contextualized by leaders' typical approach (extraversion) to instill a maximum of positive emotion such as vitality in employees.

Leader Extraversion as a Boundary Condition in the Relationship between Transformational Leadership, Vitality, and Job Improvement

We examine the relationship between transformational leadership and job improvement behaviors by considering the moderating effect of leader extraversion and the mediating role of employee vitality. Multi-level path analysis on data from 101 leaders and 619 subordinates provided support to the moderating effect of leader extraversion, such that the relationship between transformational leadership and employee vitality is stronger when the level of leader extraversion is high. Moreover, a moderated mediation procedure showed that the indirect effect of transformational leadership on job improvement via employee vitality was conditional to the level of leader extraversion. We highlight the original contributions of these findings by discussing the moderating role of leader extraversion as an understudied theoretical alternative to its already well-explored role as an antecedent to leadership behaviors. On a practical level, our results indicate that organizations should consider not only what leaders do (transformational leadership behaviors) but also how these behaviors are contextualized by leaders’ typical approach (extraversion) to instill a maximum of positive emotion such as vitality in employees. (AU)