Burnout: A Review of Theory and Measurement.

A growing body of empirical evidence shows that occupational health is now more relevant than ever due to the COVID-19 pandemic. This review focuses on burnout, an occupational phenomenon that results from chronic stress in the workplace. After analyzing how burnout occurs and its different dimensions, the following aspects are discussed: (1) Description of the factors that can trigger burnout and the individual factors that have been proposed to modulate it, (2) identification of the effects that burnout generates at both individual and organizational levels, (3) presentation of the main actions that can be used to prevent and/or reduce burnout, and (4) recapitulation of the main tools that have been developed so far to measure burnout, both from a generic perspective or applied to specific occupations. Furthermore, this review summarizes the main contributions of the papers that comprise the Special Issue on "Occupational Stress and Health: Psychological Burden and Burnout", which represent an advance in the theoretical and practical understanding of burnout.

Authentic leadership and its effect on employees’ organizational citizenship behaviours / Liderazgo auténtico y su efecto en los comportamientos de ciudadanía organizacional de los seguidores

The studies that have verified the positive association of authentic leadership with organizational citizenship behaviours (OCBs), have used global measures of both constructs. Therefore, the goal of this work is to analyze the effect of authentic leadership on employees’ OCBs, specifically focusing on the relations of the four components of authentic leadership with the individual and organizational dimensions of the OCBs. The participants of this study were 220 Spanish employees (30.9% men and 69.1% women) who completed a questionnaire that included the variables of interest in this study: Authentic Leadership, OCB and Sociobiographical control variables. The results, obtained with stepwise multiple regression analysis, show that two components of authentic leadership -moral perspective and relational transparency-present significant relationships with OCB. Moreover, authentic leadership is a better predictor of employees’ OCB when these behaviors are impersonal and directed towards the organization than when they are directed towards other people. These results have practical implications for human resources management in organizations, especially in selection processes and when training top executives (AU)

Los estudios que han probado asociación positiva del Liderazgo Auténtico con los OCB han empleado medidas globales de ambos constructos. Este trabajo pretende profundizar más en el efecto del Liderazgo Auténtico sobre los OCB, concentrándose en analizar la relación específica de sus cuatro componentes con las dimensiones individual y organizacional de los OCB. Los participantes de este estudio cuasi experimental fueron 220 empleados españoles (30,9% hombres y 69,1% mujeres) que respondieron a un cuestionario compuesto por las variables a estudiar: Liderazgo Auténtico, Comportamientos de Ciudadanía Organizacional y variables sociobiográficas. Los resultados obtenidos mediante análisis de regresión múltiple stepwise indican que dos componentes del liderazgo auténtico -perspectiva moral y transparencia relacional- se relacionan significativamente con los OCB. Adicionalmente, el liderazgo auténtico es mejor predictor de los OCB de los seguidores cuando estos comportamientos son impersonales y están dirigidos a la organización en sí misma que cuando están dirigidos a personas. Estos resultados tienen implicaciones prácticas para la gestión de los recursos humanos en las organizaciones, especialmente en los procesos de selección y formación de directivos (AU)

Authentic leadership and its effect on employees' organizational citizenship behaviours.

The studies that have verified the positive association of authentic leadership with organizational citizenship behaviours (OCBs), have used global measures of both constructs. Therefore, the goal of this work is to analyze the effect of authentic leadership on employees' OCBs, specifically focusing on the relations of the four components of authentic leadership with the individual and organizational dimensions of the OCBs. The participants of this study were 220 Spanish employees (30.9% men and 69.1% women) who completed a questionnaire that included the variables of interest in this study: Authentic Leadership, OCB and Sociobiographical control variables. The results, obtained with stepwise multiple regression analysis, show that two components of authentic leadership-moral perspective and relational transparency-present significant relationships with OCB. Moreover, authentic leadership is a better predictor of employees' OCB when these behaviors are impersonal and directed towards the organization than when they are directed towards other people. These results have practical implications for human resources management in organizations, especially in selection processes and when training top executives.