The aim of this research was to determine the association between psychosocial factors and Quality of Work Life (QWL) in air traffic controllers at an Ecuador airport. A transversal study was developed. The sample included 47 air traffic controllers of one airport in Quito, Ecuador. The participants answered an adapted version of the surveys "Factores Psicosociales en el Trabajo" (Psychosocial factors at work) and the "Calidad de vida en el trabajo" (Quality of work life) CVT-GOHISALO. The data analysis included descriptive statistics, Z scores and, association tests with chi-square and Spearman's rank correlation coefficient. The mean age was 40 years old, and most of the participants were males. For the psychosocial work factors, the higher mean score was for the dimension Work demands (22.94), followed by Workplace conditions (13.47). For the QWL the dimension Wellbeing accomplished through work (36.43) scored higher, followed by Institutional support for work (34.11). The findings indicated several positive associations between the study variables through the Spearman's Coefficient, observing that the psychosocial factor content and characteristic of the task presented the higher number of associations with QWL dimensions, such as Institutional support for work (p < 0.05), Work safety (p < 0.05), Integration to the work position (p < 0.05) and to Wellbeing accomplished through work (p < 0.05). The air traffic controllers develop a professional activity under work conditions that involve psychosocial factors that could represent an important risk for the health, satisfaction and QWL.

This article presents an idea that aimed to show that the model of authentic leadership is characterized by the consciousness of itself, a moral internalized, transparency in relations and important levels of self-efficacy, could have relations with Organizational Socialization and work engagement in workers. A literature review was made and discussed in a theoretical way the findings reported regarding the relations between the authentic leadership and the way to learn the culture, in addition to reviewing its impact in the work engagement. Findings of some studies indicate that the leadership could act as a mediator significant and positive to learn the organizational culture and develop a state of engagement by improving productivity and job satisfaction.

In this document, we propose a theoretical model of occupational positive mental health that relates it to elements of organizational socialization (formation and coworkers support) and characteristics of authentic leadership (transparency in relationships, balanced processing and internalized morality), generating in the workers first, the improvement of the interpersonal relations in the work and the development of the strengths in the work, and these facilitate the empowerment in the tasks when combined with elements of socialization, generating personal well-being and allowing to form in the workers a philosophy of working life. In general, it is proposed that it is based on education and learning, which seeks to facilitate an adaptation to the organization with perceptions of equity, and to develop positive mental health at work and its subsequent benefits. This model is proposed with the purpose of developing empirical tests that verify their relationships. The positive results could serve as a basis for interventions and develop new lines of research for the future of these fields of study.

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BACKGROUND: Healthcare workers typically perform their work under adverse conditions, increasing their susceptibility to developing burnout syndrome (BO). The paucity of research on the relationship between organizational identification (OI) and perceptions of organizational justice has created the need to address this topic more deeply. OBJECTIVE: This study aimed to assess the relationship between OI and BO, identifying whether perceptions of organizational justice act as mediating variables. METHODS: In total, 402 healthcare workers (physicians, professionals, and nursing assistants) completed Colquitt’s (2001) Organizational Justice Scale, Mael and Ashforth’s (1992) Organizational Identification Scale, and Maslach’s (1986) Burnout Inventory. Two competing structural equation models were evaluated. RESULTS: Our partial mediation model showed that the direct relationship between OI and BO was not significant (β= –0.16; p = 0.07). Therefore, a total mediation model was selected, showing that the indirect effects of OI on BO through perceptions of distributive justice (β= –0.16; p = 0.00) and interpersonal justice (β= –0.11; p = 0.02) were significant. CONCLUSION: Adjusting the processes of health institutions considering a vision of organizational justice and increasing the worker’s sense of belonging to his or her organization and his or her work team would, in turn, result in a lower probability of experiencing burnout syndrome.