Psychometric Validation of the Dutch Version of the Promotive and Prohibitive Voice Scale.

The aim of this three-study report was to validate the Dutch version of the promotive and prohibitive voice scale and to further embed the constructs of promotive and prohibitive voice within their nomological network. Promotive voice refers to the expression of suggestions for improving work practices, whereas prohibitive voice refers to the expression of concerns about practices and behaviors that are detrimental. In Study 1 (N = 121), confirmatory factor analyses (CFAs) provided evidence for the two-factor structure, which was replicated in the other two studies. In Study 2 (N T1 = 209/N T2 = 107), we investigated the convergent and discriminant validity of the promotive and prohibitive voice scale, and tested measurement invariance across gender and time. Results provided validity evidence, partial scalar invariance for gender, and scalar invariance across time. In Study 3 (N = 149), we expanded the nomological network of the promotive and prohibitive voice scales through their relationship with personal initiative, approach temperament, and risk propensity. Taken together, our results provide strong evidence for the validity of the Dutch version of the promotive and prohibitive voice scale.

H-WORK Project: Multilevel Interventions to Promote Mental Health in SMEs and Public Workplaces.

The paper describes the study design, research questions and methods of a large, international intervention project aimed at improving employee mental health and well-being in SMEs and public organisations. The study is innovative in multiple ways. First, it goes beyond the current debate on whether individual- or organisational-level interventions are most effective in improving employee health and well-being and tests the cumulative effects of multilevel interventions, that is, interventions addressing individual, group, leader and organisational levels. Second, it tailors its interventions to address the aftermaths of the Covid-19 pandemic and develop suitable multilevel interventions for dealing with new ways of working. Third, it uses realist evaluation to explore and identify the working ingredients of and the conditions required for each level of intervention, and their outcomes. Finally, an economic evaluation will assess both the cost-effectiveness analysis and the affordability of the interventions from the employer perspective. The study integrates the training transfer and the organisational process evaluation literature to develop toolkits helping end-users to promote mental health and well-being in the workplace.

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders' Achievement Goals and Personal Sense of Power.

Voiced suggestions for improvement and constructive change (i.e., voiced creative ideas) by employees are important for organizations. In order to reap the benefits of these ideas, leaders need to be receptive. Drawing on achievement goal theory and approach-inhibition theory of power, we examined the joint effects of leader achievement goals and personal sense of power on leader receptivity to voiced creative ideas in two studies. In a field study (Study 1, N = 136), we found that leaders pursuing mastery-approach goals were positively related to leader receptivity. Receptivity for leaders pursuing performance-approach goals was found to be contingent upon their personal sense of power, with a positive (negative) association under conditions of high (low) sense of power. Similarly, in experimental study (Study 2, N = 93), in which we manipulated leader achievement goals, the receptivity of performance-approach goal leaders was contingent upon their sense of power. When sense of personal power was high, performance-approach goal leaders displayed higher levels of receptivity than when their personal sense of power was low. An implication is that personal sense of power may prevent leaders with performance-approach goals from disregarding creative ideas that are put forward by their subordinates. These findings extend insight into how and when leaders are receptive to voiced creative ideas.

Leaders' achievement goals predict employee burnout above and beyond employees' own achievement goals.

OBJECTIVE: Burnout has primarily been examined from an individual's perspective without taking the broader environmental context into account. The authors applied an integrative, multilevel perspective and investigated the influence of leaders' motivational strivings on employee burnout. In two multisource studies, we investigated relationships between leaders' achievement goals and employee burnout while controlling for employees' own achievement goals. METHOD: Study 1 consisted of 362 members and 72 leaders of the corresponding working groups. Study 2 consisted of 177 employees and 46 leaders of the corresponding working groups, and measurements were spaced apart in time. We also ran a model including the data of both Study 1 and Study 2. RESULTS: Multilevel analyses indicated that leaders' mastery-approach goals were negatively related to employee burnout above and beyond employees' own achievement goals. Leaders' performance-approach goals were positively related to employee burnout in Study 1 and in the overall analysis combining Study 1 and Study 2. CONCLUSIONS: We advance our understanding of the motivational etiology of burnout by examining the top-down effects of leaders' achievement goals on employee burnout over and above employees' own achievement goals. In order to reduce burnout, organizations should take leaders' achievement goals into account as an important contextual factor.