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The current study tests an integrative model that considers the plausible effects of transformational and passive-avoidant leadership styles on employees' affective, normative, and continuance commitment to the organization. While leadership styles are treated as predictors of commitment, perceived stress is treated as a mediating factor in understanding the underlying mechanism of commitment. Data were collected from 232 white and blue-collar employees working at regional divisions of a privatized organization, monitoring Turkey's electricity distribution services. The hypothesized mediation model was tested using structural equation modeling. Using the bootstrapping method, the indirect effects of both transformational leadership and passive-avoidant leadership on affective and normative commitment via perceived stress were found to be significant. However, contrary to the expectations, the mediating effects of perceived stress were found to be insignificant for relations between transformational leadership and continuance commitment and between passive-avoidant leadership and continuance commitment. The overall results suggest that employees tend to feel less tension and stress and thus ultimately become more affectively and normatively committed to the organizations when the supervisors exhibit transformational leadership behaviors. Passive-avoidant leadership behaviors, on the other hand, act as distal predictors of affective and normative commitment via perceived stress. By enacting passively and showing ignorance to subordinates' needs, passive leaders seem to intensify workplace stressors for followers. [ABSTRACT FROM AUTHOR]

The study tests an integrative model that considers the plausible effects of different areas of work life on emotional exhaustion. It also tests the mediating effect of organizational trust on this relationship. More specifically, while perceived incongruence in six areas of work life (workload, fairness, reward, community, control and value) is treated as a predictor of emotional exhaustion, organizational trust is treated as a mediating factor in understanding the underlying mechanism of emotional exhaustion in academicians. Data were collected from 201 academicians working in public universities in Turkey and were analyzed using a structural equation model. Results provided partial support for the proposed conceptual model. Specifically, organizational trust mediated the link between four areas of work life (i.e., workload, fairness, reward, and value) and emotional exhaustion. Contrary to our expectations, the mediating effect of organizational trust was found to be insignificant for community and control. Findings suggest the importance of building organizational trust by focusing on six areas of work life in order to prevent burnout in academicians. [ABSTRACT FROM AUTHOR]

Building on positive psychology research, I examined savoring as an important positive psychological asset of the individual, and investigated its impact on work-family conflict (WFC). Data were gathered from 354 dual-earner couples working in different organizations. Hierarchical regression analyses revealed that savoring was negatively related to WFC, indicating that individuals who are high in the capacity for overall savoring, experience lower levels of work-family conflict than do those low in that capacity. When I considered the components of savoring, I found that WFC was also negatively associated with savoring the moment, but not associated with savoring through anticipation and savoring through reminiscence. I have contributed to the literature by presenting empirical evidence supporting the impact on WFC of individuals' beliefs about their ability to savor positive circumstances. [ABSTRACT FROM AUTHOR]

The aim in this study was to investigate the effect of self-efficacy, as an individual predisposition, on preference of conflict-handling style, and also to explore whether or not the presumed relationships would differ according to the relative authority position of the two parties (superior versus peer). The sample was composed of 205 participants working in a textile manufacturing company. Rahim's Organizational Conflict Scale (1983) and the General Self-efficacy Scale (Schwarzer & Jerusalem, 1993, 2000) were used to measure conflict-handling style and self-efficacy, respectively. Hierarchical regression analyses revealed that individuals high in self-efficacy are likely to use an integrating style for handling conflict with peers, whereas, when conflict occurs with superiors, individuals low in self-efficacy prefer to use compromising and/or avoiding styles. However, the effects of self-efficacy on dominating and obliging conflict-handling styles were found not to be significant with either superiors or peers. [ABSTRACT FROM AUTHOR]

The relationships between academic attributional style (AAS), self-efficacy, gender and culture were investigated in this study. Three research questions "Is AAS influenced by self-efficacy, gender and culture?", "Does AAS operate in the same way in two different cultures?", and "How do AAS dimensions (internality, stability, globality) vary?" were examined with a sample of 261 university students studying in Turkey and Britain. Regression results showed that gender and culture were separately significant predictors of pessimistic AAS. However, self-efficacy did not add significantly to the prediction of AAS. Regarding AAS dimensions, MANOVA revealed a significant main effect of culture, suggesting that British students have more pessimistic attributional styles characterized by the internality dimension in explanations of negative events. Suggestions for future studies are discussed. [ABSTRACT FROM AUTHOR]

The study tests an integrative model that considers the mediating effect of burnout and learned helplessness on the relationships between organizational justice and turnover intentions. Organizational injustice is expected to act as a workplace stressor, triggering emotional reactions such as exhaustion, cynicism, and helplessness. These in turn manifest themselves as dysfunctional organizational attitudes such as turnover intentions. Data were collected through sequential design from 217 banking employees and analyzed with full-latent variable model using AMOS 17. Results provided partial support for the proposed conceptual model. Specifically, emotional exhaustion mediated the linkages between procedural justice-turnover intentions and distributive justice-turnover intentions; cynicism acted as a mediator only between procedural justice and turnover intentions. The mediating model fit to the data satisfactorily with GFI of .98 and CFI of .99. Neither the relationship between justice perceptions and helplessness nor the relationship between helplessness and turnover intentions was found to be significant. Emotional exhaustion (β = .15, p < .05) and cynicism (β = .49, p < .05), both of which are shown to be cognitive and emotional reactions arising from perceived injustice, seem to positively relate with desire for quitting. These intentions could translate into actual turnover, thus, hampering organizational performance. [ABSTRACT FROM AUTHOR]