PurposeThis study aims to explore the role of individual (work engagement, personal initiative), group (transformational, transactional, passive‐avoidant leadership) and organisational factors (support for innovation climate) in fostering the two components of nurses’ innovative behaviours, idea generation and idea implementation.Design and MethodA cross‐sectional study was conducted in an Italian public hospital, in two departments that had been created by merging other departments. A self‐report questionnaire was completed by 118 nurses. Hierarchical regression analysis was used to test the hypotheses.FindingsRespondents reported a high frequency of idea generation followed by idea implementation. Personal initiative and passive‐avoidant leadership were significantly and positively related to nurses’ idea generation and idea implementation. Support for innovation was positively related to idea implementation. Transactional and transformational leadership did not show any relationships with the two innovative work behaviours.ConclusionsThis study shows that nurses’ innovative work behaviour is a complex and multi determined behaviour, influenced by individual, group, and organisational factors. It also shows that low levels of passive‐avoidant leadership may contribute to innovation.Clinical RelevanceHealthcare policies and strategies are needed to support a leadership style that allows space for autonomy, and that, together with support for innovation and personal initiative, facilitates nurses’ idea generation and idea implementation.

The present text sets out to determine the relationships between the concepts of despair and selfhood in Søren Kierkegaard's Sikness unto Death. For this, a hermeneutic, as exhaustive as possible, is applied to the discernment of the concept itself, to later relate it to what the Danish calls despair. After clarifying the relationship between both concepts, examples of the desperate Kierkegaardian man abound in order to verify the irremediable discordance between the constituent elements of the self-given, his unresolved relationship with God.

This study provides a scoping review of the recent conceptual developments about the deviant work behavior and counterproductive work behavior constructs. It also examines the specific types of deviant work behavior that have been more consistently investigated in the last decade, and whether they cover the interpersonal or organizational type of deviant behavior. In addition, individual, group, and organizational predictors of deviant work behaviors are examined. A scoping review of reviews was conducted on Scopus and Web of Science databases and 54 studies published from 2010 to June 2021 were taken into account. Results show that more recent conceptualizations are based on well established models in the literature and consider the hierarchical structure of these two constructs. Recent reviews examine the relationships of deviant work behavior with job performance and ethical behavior constructs, the multilevel nature of deviant work behavior, and the consequences for the actor of the deviance. The specific types of deviant work behavior more frequently reviewed in the last decade are workplace abuse, incivility, ostracism, bullying and sexual harassment, and abusive and destructive leadership; this evidence suggests a much greater attention to interpersonal, rather than organizational, forms of deviant work behavior. Regarding antecedents, results show the continuing prevalence of personality factors antecedents. Limitations of the study and theoretical and practical implications for the field are also provided.

Background. The spread of COVID-19 has forced organizations to quickly offer remote work arrangements to employees. Objective. The study focuses on remote work during the first wave of the pandemic and describes how Russian employees experienced remote work. The research has three main objectives: (1) to investigate the influence of gender and age on employees’ perceptions of remote work; (2) to investigate the relationship between remote work and psychosocial variables, such as remote work stress, remote work engagement, and family–work conflict; (3) to examine whether and how much such psychosocial factors are related to remote work satisfaction and job performance. These objectives were the basis for developing six hypotheses. Design. A cross-sectional study involved 313 Russian employees. Data were collected using an online survey distributed in April and May 2020. The hypotheses were tested using ANOVA, correlations, and multiple linear regression analyses. Results. Women experienced more stress and more engagement when working remotely; older employees perceived remote work as a less positive experience; opinions about remote work and remote work engagement were positively related to remote work satisfaction; leader–member exchange (LMX) was a significant predictor of job performance. Conclusion. During the lockdown, remote work was perceived as a positive experience. We discuss some practical implications for organizations and managers.