How Transformational Leadership Affects the Off-work Recovery of Daily Personal Energy Resources via Work Engagement: Resource and Demand-based Pathways.

This study focuses on the transformational leadership-work engagement relationship by investigating resource and demand pathways for daily off-work recovery and employee wellbeing (EWB). While previous research highlighted how transformational leadership energizes employees to engage at work, energy is a finite resource requiring daily restoration for EWB. Yet, how the leader's energizing effect relates to daily employees' recovery remains unknown. Following job demands-resource-recovery theory, we test two pathways that relate the transformational leadership-work engagement relationship to daily employee recovery: (a) Resource-based via resource-building, (b) demand-based via increased demands. Utilizing a 10-day, two daily measurement (N = 88) study, multilevel path analyses revealed: transformational leadership predicted via work engagement (b = .17, p < .05) role clarity (b = .56, p < .01), then positive (b = .39, p < .01), and negative work-nonwork spillover (b = -.38, p < .01). Positive work-nonwork spillover predicted recovery positively (b = .25, p < .01), negative work-nonwork spillover negatively (b = -.40, p < .01). Recovery predicted EWB for positive (b = .38, p < .01) and for negative (b = -.43, p < .01) affect. Work engagement predicted workload (b = .35, p < .01), further negative (b = .33, p < .01) and positive work-nonwork spillover (b = -.16, p < .01), hampering EWB. As one pathway effect might cancel the other, the main effect of transformational leadership on EWB was not significant in the integrative model (p > .05). Results highlight dark and bright sides of the transformational leadership-work engagement relationship regarding daily recovery.

A Systematic Review of the Impact of Remote Working Referenced to the Concept of Work-Life Flow on Physical and Psychological Health.

BACKGROUND: COVID-19 accelerated the adoption of remote working in which employers' obligations for employees' health and well-being extended into the home. This paper reports on a systematic review of the health impacts of remote working within the context of COVID-19 and discusses the implications of these impacts for the future role of the occupational health nurse. METHOD: The review protocol was registered with PROSPERO (CRD42021258517) and followed the PRISMA guidelines. The review covered 2020-2021 to capture empirical studies of remote working during the COVID-19 pandemic, their physical and psychological impacts and mediating factors. RESULTS: Eight hundred and thirty articles were identified. After applying the inclusion criteria, a total of 34 studies were reviewed. Most studies showed low to very low strength of evidence using the GRADE approach. A minority of studies had high strength of evidence. These focused on the reduced risk of infection and negative effects in terms of reduced physical activity, increased sedentary activity, and increased screen time. CONCLUSION/APPLICATION TO PRACTICE: The synergy of work and personal well-being with the accelerated expansion of remote working suggests a more active role in the lives of workers within the home setting on the part of occupational health nurses. That role relates to how employees organize their relationship to work and home life, promoting positive lifestyles while mitigating adverse impacts of remote working on personal well-being.

The Influence of Leadership on Employees' Work-nonwork Interface and Wellbeing: A Scoping Review.

Many current working conditions are characterized by increasing blurred boundaries between work and nonwork with spillover that impact employees' and recovery processes and wellbeing. Research, although emerging, considers these processes in the leadership-wellbeing relationship insufficiently. The main aim of this study, therefore, was to enhance our understanding of the role of leadership on employee's work-nonwork interface and wellbeing. To address these processes adequately, longitudinal research is most appropriate. To our best knowledge, no review exists that could inform longitudinal studies on the leadership-employee wellbeing relationship with a focus on spillover and recovery processes. Following the PRISMA Extension for Scoping Reviews, we apply a narrative synthesis of 21 identified studies to organize the research landscape. We make three main contributions: First, we adopt an integrated resource-demands based process perspective and expand the leadership-employee wellbeing relationship by including spillover and recovery. Second, we map the used theoretical approaches and analyzed research gaps. Third, we offer a list of the issues and potential remedies of applied methodologies to orient further research. Results show, that while work-nonwork research is predominantly approached from a negative conflict-based view, research focused more on positive than on negative leadership. We identify two broad categories of investigated mechanisms, namely bolstering/hampering mechanisms, and buffering/strengthening mechanisms. Findings also highlight the importance of personal energy resources and therefore call for more attention to affect-driven theories. The identified predominance of the IT and healthcare sectors and of working parents warrants more representative research. We offer recommendations to advance future research both theoretically and methodologically.

Using digital interventions to reduce digitalization-related stress: does it work?

Digitalization entails positive and negative consequences for employees. In a longitudinal, randomized control group design over 14 days (N = 95 participants), we piloted and expected each of three app-based interventions to positively influence general well-being, well-being related to information and communication technology (ICT) and recovery compared to the control group with no intervention. The meditation intervention significantly increased general well-being (satisfaction) and recovery (detachment) compared to the control group but did not reduce general stress. The cognitive-behavioural intervention significantly increased general well-being (less stress). The informational intervention, however, increased the general stress level. No intervention changed the level of ICT-specific well-being. Thus, classic stress interventions conveyed via ICTs (app-based) may be effective for addressing classic stress symptoms, but not yet for new forms of stress. Future research should investigate structural differences between classic stressors and new kinds of ICT-related stressors to identify starting points for new types of interventions.

The Indirect Role of Passive-Avoidant and Transformational Leadership through Job and Team Level Stressors on Workplace Cyberbullying.

Research on workplace cyberbullying (WCB) is still scarce and needs verification. This study addressed the indirect influence of positive and negative leadership on WCB via perceived role stressors and negative team climate. The main goal is to test the applicability of the work environment hypothesis and job demands-resources model for WCB on a cross-sectional sample of n = 583 workers in Germany (n = 334) and Spain (n = 249). We tested multiple mediation models, and findings revealed that negative (passive-avoidant) leadership increased role and team stressors and thereby WCB exposure, whereas positive (transformational) leadership decreased the same stressors and thereby reduced WCB exposure. No cross-cultural differences were found, indicating portability of the results. This study highlights the explanatory factors for WCB at individual and team level and emphasizes the role of managers as shapers of the work environmental antecedents of WCB in the emergent digitalized working world. Theoretical implications and future research avenues are discussed.

Adaptation and Psychometric Cross-Cultural Validation of a Workplace Cyberbullying Questionnaire in Spain and Germany.

As nonessential workers are working from home and connected to colleagues through means of computer technology, cyberbullying, which has only recently been investigated in workplace settings, is likely to become more prevalent. Organizations are also reconsidering work structures that would keep workers remote. Workplace cyberbullying (WCB) can have a detrimental impact on victims' mental health, more than traditional face-to-face bullying. However, there is a dearth of validated assessments to monitor WCB for use in different countries. The Cyberbullying Behavior Questionnaire Short version (CBQ-S) from Jönsson et al. is a validated short scale that seems simple and practical enough to integrate in widely applied multiscale employee surveys. Previously, the CBQ-S has been only validated in Sweden (in the Swedish language) and United States (in English). This study performs a construct validation of the CBQ-S in Spain (in Spanish) and Germany (in German), to equip businesses and organizations operating in those countries with an effective valid tool to measure WCB. Two hundred nine German and 249 Spanish workers (N = 458) participated in a cross-sectional survey. Exploratory and multiple-group confirmatory factor analyses suggested a one-dimensional structure of the scale, supporting configural invariance; metric and partial scalar invariance was also supported. Latent means differences revealed significantly higher mean scores for the Spanish sample (Cohen's d = 0.61). WCB correlated positively with workplace bullying, supporting concurrent convergent validity. WCB also correlated positively with role conflict, role ambiguity, bullying in general, stress, turnover intention, and negatively with job satisfaction, indicating criterion validity.

Digitalisation anxiety: development and validation of a new scale.

The increasing spread of digital technologies and respective consequences for the way we live, work, and communicate can evoke feelings of tension and discomfort. This so-called digitalisation anxiety is related to existing and future technologies, includes the process of digitalisation in everyday life, and refers to multiple levels (the individual, organisations, and society). Existing scales measuring technology-related fears due not adequately reflect these features. Therefore, we developed the German version of the Digitalisation Anxiety Scale (DAS). Having generated items based on a qualitative interview study (Study 1, n = 26), we demonstrated the DAS's factor structure, internal consistency and construct validity in Study 2a (n = 109) and test-retest reliability in Study 2b (n = 30). In Study 3 (n = 223), the scale's structure was confirmed and correlates of digitalisation anxiety were examined. The final version of the DAS consists of 35 items with a four-factor structure (societal triggers for digitalisation anxiety, triggers related to interaction and leadership, triggers within oneself and triggers resulting from the digitalisation implementation process). Digitalisation Anxiety had negative relationships with well-being and performance. The scale allows practitioners and researchers to measure and benchmark individuals' levels of digitalisation anxiety, and to track changes over time. The scale can inform interventions aiming at reducing digitalisation anxiety and stress resulting from digitalisation.

How and When Do Leaders Influence Employees' Well-Being? Moderated Mediation Models for Job Demands and Resources.

Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are related to employees' anxiety and thereby either promote or inhibit employees' well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowledge workers, working in teams in a German research and development (R&D) organization, answered an online survey. We tested moderated multiple mediation models using structural equation modeling (SEM). Results demonstrated that the relationships between TFL as well as PAL on the one hand and anxiety on the other hand were fully mediated by RA and TCL. Job autonomy moderated the quality of the leadership-job demand relationship for TFL and PAL. This paper contributes to understanding the complex relationship between leadership and followers' well-being taking into account a combination of mediating and moderating job demands and resources. This is the first study that examines the effects of TFL and PAL on well-being taking into account the job demand RA and team processes and autonomy as resources.