Grounding our research in conservation of resources theory, we set out to shed light on the relationship between transformational leadership (TFL) and employee burnout. Specifically, we considered both thriving at work, a personal resource, and employees' openness to experience (OTE), a key resource, to uncover whether all employees benefit equally from TFL (a contextual resource). In detail, we argued that the negative effect of TFL on employee burnout is mediated by employee thriving at work, and that employees' OTE constitutes a boundary condition of this process. Our moderated mediation model was tested with 2 waves of data from 148 employees from a midsized German manufacturing company. The results supported our hypotheses and revealed that employees' thriving at work mediated the link between TFL and reduced burnout. As predicted, these relationships were moderated by employees' personality in such a way that TFL affected thriving and hence burnout of employees high on OTE, but not of employees low on OTE. Taken together, our findings suggest that TFL serves as a resource that protects employees from burning out, but also highlights the need to consider employees' personality in perceptions of and reactions to leadership.

Background Work stress and compassion fatigue are prevalent among healthcare staff and their negative effects on staff well-being and patient care are well-known. This paper reports on the implementation and evaluation of Schwartz Rounds® (Rounds) in UK healthcare organizations, predominantly part of the National Health Service (NHS). Rounds are one-hour, typically monthly, multidisciplinary forums during which clinical and nonclinical healthcare staff discuss the emotional and social demands of delivering patient care. The purpose of this research was to evaluate the effectiveness of Rounds attendance on the psychological distress, work engagement, compassion and self-reflection of healthcare staff. Methods We used a pre-post control design to assess the effect of Rounds attendance across 10 UK healthcare organizations. This design was most appropriate given the voluntary nature of Rounds and ensured the study had ecological validity. Self-reported data were collected from attenders and non-attenders at baseline and at eight-months follow-up. The outcomes were psychological distress, work engagement, compassion and self-reflection. Results During the 8 months’ study duration, regular attenders (N = 51) attended Rounds on average 4 times (2–8). Attenders showed a significantly greater decrease in psychological distress (as measured with the General Health Questionnaire (GHQ)) than non-attenders (N = 233; odds ratio of 0.197; 95% confidence interval (0.047–0.823)). However, Rounds attendance had no significant effect on work engagement, compassion and self-reflection. Conclusions Rounds attendance was linked to a 19% reduction in psychological distress adjusting for covariates. As an organization-wide intervention, Rounds thus constitute an effective, relatively low-cost intervention to assist staff in dealing with the demands of their work and to improve their well-being.

PurposeThe purpose of this paper is to examine the effect of authentic leadership (AL) on employees' health via employees' perception of climate of authenticity (PCA) across two studies. In study 2, the authors additionally explore the moderating role of employees' neuroticism.Design/methodology/approachThe hypotheses were tested across two studies using two-wave survey data. In study 1 (n = 104), the mediation hypothesis was tested. Study 2 (n = 146) extended study 1 and examined the moderated mediation model.FindingsAcross both studies, AL is positively related to employee health, and employees' perceived climate of authenticity mediates this relationship. Study 2 additionally shows that employees' neuroticism moderates this indirect effect such that perceived climate of authenticity instigated by AL is particularly conducive for employees high in neuroticism as opposed to those low in neuroticism.Practical implicationsFindings emphasize the health-promoting effect of AL. It is recommended that organizations cascade, through their leaders, emotional display rules that encourage genuine emotional expression.Originality/valueThis paper addresses gaps in the leadership literature through investigating perceived climate of authenticity, a mediating variable that lies at the heart of AL, and integrating the role of employees' personality in the leadership process.

Understanding how leaders and followers build good relationships is important because highquality relationships have been linked to both individual and organizational outcomes, such as job satisfaction and higher performance. However, previous research has insufficiently considered the role the organizational context may play in shaping how these leader-follower relationships develop. In the present qualitative study, nineteen police officers took part in semistructured interviews to identify how relationship quality is influenced by distance. An inductive analysis identified that four types of distance created by the organizational design of the police force, namely geographical, temporal, task and strategic distance, shaped relationship quality through reducing interaction potential between leaders and their followers. Furthermore, these types of distance appeared to limit the availability of communication channels which further contributed to reduced interaction potential. However, when leaders and followers were familiar with each other, interaction potential appeared to be less affected. The findings advance understanding of the development of leader-follower relationships by highlighting that distance is fundamental to understanding leader-follower relationships but is likely to vary across organizational levels thereby shaping opportunities for interaction differentially. communication Familiarity Erm…I can talk with [name of Superintendent] on a very informal basis. I know him of old so I wouldn't have any problem ringing him up and having a chat about anything in relation to that (Inspector 5) Method of communication Method preference So the vast majority of communication between me, … and my chief inspector, is done by email. He'll ring me…. But very rarely, usually it's an email…. And my view is that that, email, and that, is actually stifling what we used to call communication (Inspector 5) Frequency of communication Interaction Opportunity …my old role, which is a community safety officer, ….we tend to be slightly detached from the supervisors, so the supervisor of the old office, we'd have our own office, and in the morning we'd come on to

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