From burnout to behavior: the dark side of emotional intelligence on optimal functioning across three managerial levels.

Introduction: Burnout has been typically addressed as an outcome and indicator of employee malfunctioning due to its profound effects on the organization, its members, and its profitability. Our study assesses its potential as a predictor, delving into how different sources of motivation-autonomous and controlled-act as mediational mechanisms in the association between burnout and behavioral dimensions of functioning (namely, organizational citizenship behaviors and work misbehaviors). Furthermore, the buffering effects of emotional intelligence across three different managerial levels were also examined. Methods: To this end, a total non-targeted sample of 840 Romanian managers (513 first-, 220 mid-, and 107 top-level managers) was obtained. Results: Burnout predicted motivation, which predicted work behaviors in a moderated-mediation framework. Contrary to our initial prediction, emotional intelligence augmented the negative association between burnout and motivation, exhibiting a dark side to this intelligence type. These findings are nuanced by the three managerial positions and shed light on the subtle differences across supervisory levels. Discussion: The current article suggests a relationship between multiple dimensions of optimal (mal)functioning and discusses valuable theoretical and practical insights, supporting future researchers and practitioners in designing burnout, motivation, and emotional intelligence interventions.

Heavy-work investment: its dimensionality, invariance across 9 countries and levels before and during the COVID-19's pandemic / La inversión en trabajo duro: dimensionalidad, invarianza en 9 países y nivel antes y durante la pandemia del COVID-19

The goals of the current comparative and half-exploratory paper are to: 1) shed light on the properties of the relatively “new” construct, Heavy-Work Investment (HWI) and its two dimensions – Time Commitment and Work Intensity, (2) assess differences across 9 countries in relation to HWI, (3) gauge the effect of demographical parameters on HWI, and (4) investigate the interaction between them and COVID-19's pandemic (i.e., before COVID-19, and during the COVID-19 pandemic). Data of 3,418 employees were collected from 9 different countries: Israel, Romania, Japan, USA, Pakistan, Italy, Turkey, Brazil, and Germany. Among other findings, analyses revealed that HWI construct is stable across countries and that the mean investment at work (in the form of both time and efforts) is higher during the COVID-19's pandemic than before it. Discussion section summarizes the findings of the entire research, and elaborates on limitations and future research suggestions (AU)

Los objetivos de este estudio comparativo y semiexploratorio son: 1) arrojar luz sobre las características del constructo relativamente “nuevo” inversión en trabajo duro (ITD) y sus dos dimensiones (compromiso temporal e intensidad del trabajo), 2) ver las diferencias en 9 países relativas a la ITD, 3) analizar el efecto de los parámetros demográficos en la ITD y 4) comprobar la interacción entre ellos y la pandemia del COVID-19 (es decir, antes y durante el mismo). Se recogieron datos de 3,418 empleados de 9 países diferentes: Israel, Rumanía, Japón, EE UU, Paquistán, Italia, Turquía, Brasil y Alemania. Los análisis revelaron, entre otros resultados, que el constructo de ITD es estable en los distintos países y que la inversión media en el trabajo (en tiempo y esfuerzo) es mayor durante la pandemia del COVID-19 que antes de la misma. En la sección de Discusión se resumen los resultados de toda la investigación y se abordan las limitaciones y las propuestas de investigación futura (AU)

A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples.

In an increasingly competitive work world, managers-whose links with subordinates, and their perceptions thereof, are critical components in that relationship-need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

Combining Associations Between Emotional Intelligence, Work Motivation, and Organizational Justice With Counterproductive Work Behavior: A Profile Analysis via Multidimensional Scaling (PAMS) Approach.

The need for better incorporation of the construct emotional intelligence (EI) into counterproductive work behavior (CWB) research may be achieved via a unified conceptual framework. Accordingly, the purpose of this paper is to use the Profile Analysis via Multidimensional Scaling (PAMS) approach, and a conceptual framework that unifies motivational process with antecedents and outcomes, to assess differences in EI concerning a variety of constructs: organizational justice, CWB, emotional exhaustion, job satisfaction, and intrinsic motivation. Employing established scales within a framework unifying CWB, intrinsic motivation, EI, organizational justice, and outcome constructs, two EI-based profiles displayed associations with CWB based on responses from 3,293 employees. Both the first core profile, high overall justice and low emotional intelligence, and the second core profile, high emotional intelligence and low work motivation, displayed associations with interpersonal deviance and organizational deviance, as well as emotional exhaustion and job satisfaction. The results are discussed with respect to possible underlying theory and an overarching unified motivation framework that incorporates goal choice, intrinsic motivation, antecedents, and outcomes. We also provide directions for future research and implications for managers in the workplace based on heuristic conceptual frameworks that combine multiple motivational perspectives into a unified model.

Organizing the Confusion Surrounding Workaholism: New Structure, Measure, and Validation.

Since "workaholism" was coined, a considerable body of research was conducted to shed light on its essence. After at least 40 years of studying this important phenomenon, a large variety of definitions, conceptualizations, and measures emerged. In order to try and bring more integration and consensus to this construct, the current research was conducted in two phases. We aimed to formulate a theoretical definitional framework for workaholism, capitalizing upon the Facet Theory Approach. Two basic facets were hypothesized: A. Modalities of workaholism, with three elements: cognitive, emotional, and instrumental; and B. Resources of workaholism with two elements: time and effort. Based on this definitional framework, a structured questionnaire was conceived. In the first phase, the new measure was validated with an Israeli sample comparing two statistical procedures; Factor Analysis (FA) and Smallest Space Analysis (SSA). In the second phase, we aimed to replicate the findings, and to contrast the newly-devised questionnaire with other extant workaholism measures, with a Romanian sample. Theoretical implications and future research suggestions are discussed.

Relating ethical climate, organizational justice perceptions, and leader-member exchange (LMX) in Romanian organizations / La relación entre el clima ético, la percepción de la justicia organizacional y el intercambio líder-subordinado en organizaciones rumanas

The purpose of this study was to investigate the relationship of ethical climate factors, organizational justice dimensions, and LMX. The research was conducted drawing upon the responses of 716 employees in Romania to survey questionnaires. As expected, the three types of organizational justice were highly interrelated. Furthermore, all types of ethical climate were interconnected. In addition, we found that egoistic ethical climate was negatively related significantly to the three types of organizational justice; the principle and benevolent ethical climate was found to relate to the three dimensions of organizational justice and LMX. Unexpectedly, we revealed that a division of the egoistic ethical climate into two separate sub-factors provided further insights into the relationships with organizational justice and LMX (AU)

El objetivo de este trabajo es investigar la relación de los factores de clima ético, las dimensiones de justicia organizacional y el intercambio líder-subordinado (LMX). La investigación se llevó a cabo a partir de las respuestas a cuestionarios de encuesta de 716 empleados rumanos. Como se esperaba, los tres tipos de justicia organizacional estaban muy relacionados entre sí. Además estaban interconectados todos los tipos de clima ético. Por otra parte se vio que el clima ético egoísta se relacionaba negativamente de un modo significativo con los tres tipos de justicia organizacional; se observó que el clima ético benevolente y de principios se relacionaba con las tres dimensiones de la justicia organizacional y el LMX. Contra pronóstico, descubrimos que dividir el clima ético egoísta en dos sub-factores distintos permitía desentrañar mejor las relaciones con la justicia organizacional y el LMX (AU)

Organizational perceptions, leadership and performance in work settings: do they interrelate? / Percepciones Organizacionales, Liderazgo y Desempeño en el Trabajo: ¿Están Relacionados?

An in depth review of literature shows that there is a pressing need to holistically understand how and why the organizational leadership process affects organizational behavior in outcomes (e.g. job performance) differently, depending on various national culture settings. One approach may seek to unveil the moderation of cultural values on the relationship between preferred as well as exhibited styles of leadership and behavioral organizational outcomes. An alternative approach may explore how and why cultural values affect the relationship between the quality of leader – subordinate relationships (LMX) and behavioral organizational outcomes differently. Moreover, as we notice a constant growth of aged workers in the composition of the work force in the Western World, these approaches should be addressed in relation to older managers and workers. The present paper attempts to reconcile these diametrically opposed approaches by conceiving a theoretical model synthesizing organizational justice, organizational leadership styles, LMX and behavioral organizational outcomes (i.e., job performance, organizational citizenship) as moderated by organizational culture in different national values settings and in relation to older employees. By conceptualizing the interrelationships of the various concepts, the paper provides a coherent basis for further research in this field(AU)

Una revisión en profundidad de la literatura muestra que hay una importante necesidad de comprender de manera integral cómo y por qué, dependiendo de la cultura nacional, el proceso de liderazgo influye de manera diferente en los resultados del comportamiento organizacional (desempeño en el trabajo, por ejemplo). Una de las perspectivas trata de desvelar el efecto moderador de los valores culturales en la relación entre los estilos de liderazgo preferidos y exhibidos con los resultados del comportamiento organizacional. Un enfoque alternativo explora cómo y por qué los valores culturales influyen diferencialmente en la relación entre la calidad de las relaciones líder-subordinado (LMX) y los resultados del comportamiento organizacional. Además, en tanto se aprecia un crecimiento constante de los trabajadores mayores en la composición de la fuerza de trabajo en el mundo occidental, estos enfoques deben ser planteados en conexión con los empleados y directivos de más edad. El presente artículo intenta conciliar estos enfoques diametralmente opuestos para concebir un modelo teórico que sintetice las relaciones entre la justicia organizacional, los estilos de liderazgo organizacional, las relaciones líder-miembro y los resultados del comportamiento organizacional (p. ej., el desempeño del trabajo, la ciudadanía organizativa), moderados por la cultura organizacional en diferentes valores nacionales y en relación a los empleados mayores. Al conceptuar la interrelación de los diversos conceptos, el artículo proporciona una base coherente para más investigación en este campo(AU)