Purpose -The paper aims to examine potential antecedents and consequences of work engagement in a sample of women managers and professionals employed by a large Turkish bank. Design/methodology/approach -Data were collected from 286 women, a 72 per cent response rate, using anonymously completed questionnaires. Engagement was assessed by three scales developed by Schaufeli et al.: vigor, dedication and absorption. Antecedents included personal demographic and work situation characteristics as well as work life experiences; consequences included measures of work satisfaction and psychological well-being. Findings -The following results were observed. First, worklife experiences, particularly, control, rewards and recognition and value fit, were found to predict all three engagement measures. Second, engagement, particularly dedication, predicted various work outcomes (e.g. job satisfaction, intent to quit). Third, engagement, particularly vigor, predicted various psychological well-being outcomes. Research limitations/implications -Questions of causality cannot be addressed since data were collected at only one point in time. Longitudinal studies are needed to determine the effects of work life experiences on engagement. Practical implications -Organizations can increase levels of work engagement by creating work experiences (e.g. control, rewards and recognition) consistent with effective human resource management practices. Originality/value -This study contributes to our understanding of work engagement among women managers and professionals.

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Purpose – The aim of this article is to examine the relationship of service employees perceptions of servant leadership provided by their supervisors/managers and employee’s reports of service quality provided to clients by their hotels. Design/methodology/approach – Data were collected from 221 frontline employees, a 37 per cent response rate, working in four- and five-star hotels in Cappadocia, Turkey. Previously developed and validated measures of servant leadership (Liden et al., 2008) and service quality (Parasuraman et al., 1988) were used and both were found to be highly reliable in this study. Findings – Respondents were generally young, had relatively short organizational tenure and had high school educations. Respondents having longer organizational tenures and those working in five-star hotels reported lower levels of servant leadership. Longer tenured employees, and males, rated some dimensions of service quality lower as well. Service employees reporting higher levels of servant leadership from their supervisors/managers generally indicated higher levels of service quality. Research limitations/implications – Some limitations should be noted. First, all data were collected using respondent self-reports, raising the limited possibility of response set tendencies. Second, the sample, while reasonably large, may not be representative of all hotel employees in Turkey. Third, all properties were located in one region of Turkey and may not be representative of hotel employees in other regions of the country. Practical implications – First, organizations could select individuals exhibiting higher levels of servant leadership potential based on indications that these individuals are interested in developing long-term relationships with staff and co-workers and in helping them become more skilled in doing their jobs. Selection can also be augmented by servant leadership training (Fulmer and Conger, 2004). Supervisors/managers could be coached to help them develop their staff and help them meet their unique goals (Raelin, 2003). Finally, workplace cultural value supportive of both servant leadership and service quality can be identified, modeled by senior level managers, supported and rewarded. Originality/value – Most studies focus on defining and measuring servant leadership or service quality. This study investigates the relationship between servant leadership and service quality.

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Purpose -The purpose of this study is to examine the relationship of the perceived presence of organisational practices designed to support women's career advancement and their work attitudes and satisfaction and their psychological well-being. Design/methodology/approach -Data were collected from 286 women in managerial and professional jobs working in a large Turkish bank, a 72 percent response rate. Five organisational experiences were considered: negative attitudes towards women, equal treatment, support, career barriers and male standards. Findings -Women reporting more supportive organisational experiences and practices were more engaged in their work, more job and career satisfied, and indicated greater levels of psychological well-being. Research limitations/implications -Data were collected at one point in time making it difficult to determine causality. It is important to replicate the study in other industries and countries to verify the generalizability of the conclusions. Practical implications -Identifies career supports and obstacles and offers guidance for organisations interested in supporting women's career advancement. Originality/value -This study contributes to understanding of the role of work life experiences in women's work satisfaction and psychological well-being.