Maree Roche

The role of mindfulness and psychological capital on the well-being of leaders.

In todays highly competitive and extremely complex global economy, organizational leaders at all levels are facing unprecedented challenges. Yet, some seem to be handling the pressure better than others. Utilizing 4 samples of CEOs/presidents/top (n = 205), middle (n = 183), and junior (n = 202) managers, as well as 107 entrepreneurs, using Structural Equation Modeling we tested the direct effect that their level of mindfulness (heightened awareness) and the mediating effect of their psychological capital (i.e., hope, efficacy, resilience, and optimism) may have on their mental well-being. In all 4 samples, mindfulness was found to be negatively related to various dysfunctional outcomes such as anxiety, depression, and negative affect of the managerial leaders and burnout (i.e., emotional exhaustion and cynicism) of the entrepreneurs. For all 4 samples, the model with psychological capital mediating the effects of mindfulness on dysfunctional outcomes fit the data best. The study limitations, future research and practical implications of these findings conclude the article.

Predictors of Workplace Bullying and Cyber-Bullying in New Zealand

Background: The negative effects of in-person workplace bullying (WB) are well established. Less is known about cyber-bullying (CB), in which negative behaviours are mediated by technology. Drawing on the conservation of resources theory, the current research examined how individual and organisational factors were related to WB and CB at two time points three months apart. Methods: Data were collected by means of an online self-report survey. Eight hundred and twenty-six respondents (58% female, 42% male) provided data at both time points. Results: One hundred and twenty-three (15%) of participants had been bullied and 23 (2.8%) of participants had been cyber-bullied within the last six months. Women reported more WB, but not more CB, than men. Worse physical health, higher strain, more destructive leadership, more team conflict and less effective organisational strategies were associated with more WB. Managerial employees experienced more CB than non-managerial employees. Poor physical health, less organisational support and less effective organisational strategies were associated with more CB. Conclusion: Rates of CB were lower than those of WB, and very few participants reported experiencing CB without also experiencing WB. Both forms of bullying were associated with poorer work environments, indicating that, where bullying is occurring, the focus should be on organisational systems and processes.

Mindfulness as a personal resource to reduce work stress in the job demands-resources model

Based on the job demands-resources (JD-R) model, this study examines the different ways that the personal resource of mindfulness reduces stress. Structural equation modeling based on data from 415 Australian nurses shows that mindfulness relates directly and negatively to work stress and perceptions of emotional demands as well as buffering the relation of emotional demands on psychological stress. This study contributes to the literature by employing empirical analysis to the task of unravelling how personal resources function within the JD-R model. It also introduces mindfulness as a personal resource in the JD-R model.

Māori leaders’ well-being: A self-determination perspective:

This research draws on interviews with 18 Māori leaders from various leadership positions within business, community, political and marae organisations, to garner an understanding of how their leadership roles interact with their own well-being. Analysis of interviews revealed that cross-cultural developments in self-determination theory could be gained by incorporating Māori tikanga and values into a model of well-being for Māori leaders. Largely, the principles of tino rangatiratanga (autonomy and self-determination), mana (respect and influence), whānau (extended family), whakapapa (shared history) and whanaungatanga (kin relations, consultation and engagement), were united into a model of leader well-being. This ensured that mātauranga Māori (Māori knowledge) informed our model of Māori leader well-being, while also drawing on the burgeoning Western research in the area of well-being, specifically self-determination theory. Overall, we find that similarities exist with self-determination theory and Māori tikanga and values. However, in contrast to self-determination theory, autonomy and competence are developed within relationships, which means that ‘others’ underpin Māori leaders’ well-being. From this perspective, we present a view of the psychological and well-being resources that Māori leaders draw on to guide them through complex times.

Moderating Role of Acculturation in a Mediation Model of Work–Family Conflict among Chinese Immigrants in New Zealand

This study examined the antecedents of work-family conflict (WFC) and the mediation effects of WFC on well-being consequences among Chinese immigrants to New Zealand, along with the moderating role of acculturation. Four types of WFC were explored: time-based and strain-based work interference with family, and time-based and strain-based family interference with work. Data were collected from 577 Chinese immigrants in New Zealand, who had full-time or part-time work and lived with family members in New Zealand. The four types of WFC were differentially related to the antecedents and well-being consequences, providing some evidence that both Chinese and New Zealand cultures may exert influences on Chinese immigrants experiences of WFC. Both directions of WFC (work interference with family, and family interference with work) were related to job satisfaction and family satisfaction, and strain-based WFC influenced their well-being more than time-based WFC. Most importantly, we found immigrants who were proficient in English perceived greater WFC and psychological strain. Copyright

A daily diary study of work-life balance in managers: utilizing a daily process model

Abstract We extend the literature in relation to daily diary and managers’ wellbeing by unravelling how daily work and family factors influence managers’ wellbeing the following day. Four days’ diary data were collected from 131 managers. Family–work conflict from one day positively influenced job burnout in the following day, while autonomy satisfaction from one-day reduced burnout the following day. Family–work enrichment from one day positively influenced work engagement in the following day, as did needs satisfaction (autonomy, competence, and relatedness) and perceived autonomous support. Furthermore, daily burnout reduced work–life balance and this was fully mediated by daily work–family conflict. In addition, daily engagement increased work–life balance and this was partially mediated by daily work–family enrichment.