Abstract:Since lifetime employment within the same organisation is no longer a prerogative for all, job security has to be safeguarded differently. In this respect, 'lifetime employability' instead of 'lifetime employment' is often put forward as the new protection in the labour market. Although employability became a buzzword in organisational literature, no clear consensus about its meaning and measurement can be found. In this paper, we bring some clarification to the debate about employability. We develop a conceptual model of the 'employability process'. This conceptual model offers a framework for future empirical research on employability. It can help to identify the main factors that may influence labour market transitions for individuals. In addition, it may clarify the role government and employers can play in shaping these career moves.

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Authentic leadership occurs when individuals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus work role performance. Using self-determination theory (SDT) as a guiding framework, the authors propose that authentic leadership, authentic followership, and their interplay are positively related to the satisfaction of followers' basic needs, which, in turn, are positively related to follower work role performance. The authors conducted a survey study of 30 leaders and 252 followers in 25 Belgian service companies. The results provide evidence of positive relationship for both authentic leadership and authentic followership with follower basic need satisfaction in a crosslevel model where authentic leadership was aggregated to the group level of analysis. Crosslevel interaction results indicated that authentic leadership strengthened the relationship 1677 Acknowledgments: This article was accepted under the editorship of Deborah E. Rupp. The authors would like to acknowledge Bruce Avolio and Maarten Vansteenkiste for helpful comments.

The main aim of this paper is to extend the suitability of the concepts of the boundaryless and the protean career for the study of career mobility. To do so, we introduce a conceptual model that maps out the main factors determining and constraining transitions in careers. This model shows marks of European thinking on careers. It not only builds on aspects of both the boundaryless and protean career concepts, but also extends the focus by paying attention to the interplay between agency and structure. It adds to our understanding of the complex interplay between individual and structural factors shaping individuals' careers. An additional added value of the model is that it is built on insights from diverse research streams, including self-determination theory and turnover literature. The article concludes with a discussion of the main contributions of the model and directions for future research.

Previous research has demonstrated that mindfulness helps reduce symptoms of work stress but research has yet to clarify whether and how mindfulness is linked to work engagement.Using self-determination theory we hypothesize that mindfulness is positively related to work engagement and that this relationship can be better understood through authentic functioning.We collected survey data on these variables in the context of six mindfulness trainings at three points in time: before the training, directly after the training, and four months after training.We examined the relationships between mindfulness, authentic functioning, and work engagement, both statically (cross-sectionally) and dynamically as they change over training.Results show that authentic functioning mediates the relationship between mindfulness and work engagement, partially for the static relationship and fully for the dynamic relationship.We discuss how these findings further clarify the role of mindfulness in the workplace and highlight the implications for the literature on authentic functioning and work engagement.