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  • Open Access


    Facilitating Newcomers’ Work Engagement: The Role of Organizational Socialization and Psychological Capital

    Jia Xu1, Baoguo Xie2,*, Yi Yang3, Dhandevi Maharjan4

    International Journal of Mental Health Promotion, Vol.21, No.2, pp. 69-80, 2019, DOI:10.32604/IJMHP.2019.010708

    Abstract Employee well-being has received considerable attention over the past decades. Little has been done to examine the linkage between organizational socialization and work engagement, one of the most important indicators of wellbeing at work. Drawing upon the conservation of resources (COR) theory, we propose and test relationships between organizational socialization, employee psychological capital, work engagement, and leader psychological capital. Using data from 268 newcomers nested within 36 teams, the results show that (1) organizational socialization is positively related to work engagement; (2) employee psychological capital mediates the relationship between organizational socialization and work engagement; (3) More >

  • Open Access


    Influence of Leaders’ Loneliness on Voice-Taking: The Role of Social SelfEfficacy and Performance Pressure

    Guanglei Zhang1, Silu Chen2,*, Youqing Fan3, Yue Dong1

    International Journal of Mental Health Promotion, Vol.21, No.1, pp. 13-29, 2019, DOI:10.32604/IJMHP.2019.010730

    Abstract This paper attempts to unlock how and when leaders’ loneliness influences their voice-taking behavior in the workplace by integrating the regulatory loop model of loneliness and the affect theory of social exchange. Through collecting a daily diary study of 87 paired leader-follower samples from two electronics industry companies based in Guangzhou, China, this study finds that (1) leaders’ loneliness has a significant negative impact on social self-efficacy and voice-taking behavior; (2) leaders’ social self-efficacy mediates the relationship between their loneliness and voice-taking behavior; (3) performance pressure moderates the relationship between leaders’ loneliness and voice-taking behavior; More >

  • Open Access


    How Employees React to a Narcissistic Leader? The Role of Work Stress in Relationship between Perceived Leader Narcissism and Employees’ Organizational Citizenship Behaviors to Supervisor

    Mingze Li, Huili Ye, Guanglei Zhang*

    International Journal of Mental Health Promotion, Vol.20, No.3, pp. 83-97, 2018, DOI:10.32604/IJMHP.2018.010806

    Abstract This study aims to understand how leader narcissism predicts employees’ organizational citizenship behaviors to supervisor (OCB-S). Based on the transactional model of stress, we argue that perceived leader narcissism triggers employees’ OCB-S through hindrance stress. We also consider how employees’ self-monitoring moderates the relationship between perceived leader narcissism and OCB-S. By collecting data from a matching questionnaire survey 48 leaders and 183 employees, we tested our conceptual model using adopted hierarchical regression method and plug-in Process. The results showed that perceived leader narcissism imposed a negative effect on employees’ OCB-S through hindrance stress. Moreover, we… More >

  • Open Access


    The Influence of Supervisor’s Transformational Leadership and Followers’ Occupational Well-Being: A Dual Pathway Model from a Conservation of Resources Theory

    Yanmin Zhao, Baoguo Xie*, Wenyuan Jin

    International Journal of Mental Health Promotion, Vol.20, No.1, pp. 15-26, 2018, DOI:10.32604/IJMHP.2018.010747

    Abstract Occupational well-being is optimal psychological functioning and experience in the workplace. This study examined the role of opportunities for career development as a mechanism that links supervisor’s transformational leadership and subordinates’ occupational well-being manifested by work engagement. Specifically, drawing on conservation of resources theory (COR), we developed a dual pathway model in which opportunities for promotion and for professional development were posited as two important mediators in the relationship between transformational leadership and work engagement. The hypotheses were tested with a sample of 215 Chinese civil servants. The results of structural equation modeling showed that More >

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