From self-commitment to career crafting: The mediating role of career adaptability and the moderating role of job autonomy.

The objective of this study is to explore the influence of self-commitment on career crafting, examining the mediating role of career adaptability and the moderating effect of job autonomy within the context of career construction theory. This research aims to deepens our understanding of the key mechanisms that underpin successful career development, providing valuable insights for both individuals and organizations to enhance career success and adaptability. Utilizing a two-wave survey methodology, we collected data from 363 full-time employees across various industries in the United States. Hierarchical regression analysis and the PROCESS Macro were employed to test the proposed hypotheses. Our findings reveal that self-commitment significantly enhances career crafting through career adaptability. Additionally, job autonomy was found to influence both the direct relationship between self-commitment and career adaptability, and the indirect relationship between self-commitment and career crafting. This study highlights the pathways linking self-commitment to career crafting, underscoring the importance of career adaptability as a developmental tool facilitated by job autonomy. We recommend that individuals commit to their personal growth to enhance their career adaptability and actively shape their careers. Meanwhile, organizations should focus on promoting job autonomy to foster career development, benefiting both employees and the broader organizational ecosystem.

The broken trust: how exploitative leadership damages employee work passion.

This study explores how exploitative leadership affects employees' work passion, a vital element for engagement, creativity, and productivity. It further delves into how trust in leaders mediates this relationship. By applying social exchange theory and conservation of resources theory and analyzing responses from 384 full-time employees through covariance-based structural equation modeling using SmartPLS, the findings confirm the negative effects of exploitative leadership on work passion. They also underscore the significant mediating role of trust in leaders. These insights underline the importance of addressing exploitative leadership in organizational policies and enhancing trust to improve work passion. The study not only provides valuable information for organizations but also lays the groundwork for future research on leadership styles, trust, and employee passion.

"Doing good and feeling good" Relationship between authentic leadership with followers' work engagement: The mediating role of hedonic and eudaimonic wellbeing.

The positive behavioral style of authentic leadership has attracted academicians' and practitioners' attention to focus more on a healthy workplace environment and its influence on followers' valued workplace relationship outcomes, such as employees' work engagement. From the lens of social exchange perspective, we tested a unified model of authentic leadership and its influence on the followers' wellbeing (hedonic and eudaimonic wellbeing) and work engagement. We also examined the mediating role of hedonic and eudaimonic wellbeing on followers' work engagement. Using a time-lagged design, we collected data from 250 telecom sector workers employed in the capital city of Islamabad, Pakistan. The results indicate the positive influence of authentic leadership on followers' work engagement and employees' hedonic and eudaimonic wellbeing. Hedonic and eudaimonic wellbeing also positively mediated the relationship between authentic leadership and followers' work engagement. The theoretical and practical implications of the study are also discussed.

Adaptive Managers as Emerging Leaders During the COVID-19 Crisis.

The coronavirus disease 2019 (COVID-19) has taken the world by surprise and has impacted the lives of many, including the business sector and its stakeholders. Although studies investigating the impact of COVID-19 on the organizational structure, job design, and employee well-being have been on the rise, fewer studies examined the role of leadership and what it takes to be an effective leader during such times. This study integrates social cognitive theory and conservation of resources theory to argue for the importance of adaptive personality in the emergence of effective leaders during crisis times, utilizing the crisis of COVID-19 as the context for the study. We argue that managers with an adaptive personality tend to have increased self-efficacy levels to lead during a crisis, resulting in increased motivation to lead during the COVID-19 crisis. Furthermore, managers with increased motivation to lead during the COVID-19 crisis are argued to have enhanced adaptive performance, thereby suggesting a serial mediation model where crisis leader self-efficacy and motivation to lead during the COVID-19 crisis act as explanatory mechanisms of the relationship between the adaptive personality and performance of the manager. In order to test our hypotheses, we collected data from 116 full-time managers in Saudi Arabia during the COVID-19 crisis and used hierarchical linear regression as the method of analysis. The findings support all of the hypotheses. A discussion of the results, contributions, limitations, and future directions is included.