(Salanova, 2008;Salanova, Martínez, Cifre & Llorens, 2009)

In service work, emotional demands are important due to their effects on social interactions with customers, patients, pupils, etc. The purpose of this study is to examine how emotional demands and leadership are related to engagement of the team members. The sample consists of 1,079 employees nested in 124 work teams from four Spanish public organizations. Multilevel analyses showed: 1) a positive effect of emotional demands on work engagement, 2) a crosslevel effect of leadership on work engagement, and 3) a cross-level moderation effect of leadership on the relationship between emotional demands and work engagement. Results suggest that shared perceptions of leadership by teams affect their work engagement levels directly and through an interaction effect on the emotional demands-engagement relationship. When employees feel emotionally overloaded, their leaders can relieve this negative impact on their levels of work engagement. Practical and theoretical implications are presented.

ResumenEl objetivo del estudio es analizar el significado del concepto de Organización Saludable desde una aproximación empírica -teórica basándonos en el Modelo HERO (HEalthy & Resilient Organizations;Salanova, Llorens, Cifre, y Martínez, 2012). Cuatro jueces independientes analizaron 14 entrevistas llevadas a cabo a 14 agentes clave (gerentes o responsables de recursos humanos) de 14 organizaciones españolas mediante análisis de contenido. Los resultados cualitativos mostraron: (1) una coincidencia 'parcial' en las categorías propuestas por la definición teórica de organización saludable (Índice de Concordancia, Kappa de Cohen, CCI), y (2) que la "salud psicosocial" de los trabajadores resultó ser el elemento clave que definía una organización saludable. Finalmente, un árbol categorial evidencia subcategorías que emanan de los elementos clave que componen una organización saludable. Se discuten los resultados, así como las implicaciones teóricas y prácticas del estudio de acuerdo al Modelo HERO. Palabras clave: análisis de contenido, metodología cualitativa, organizaciones saludables.

The current study tests the relationship between transformational leadership, empathy and excellent team performance, based on the HEalthy & Resilient Organizations (HERO) Model (Salanova, Llorens, Cifre & Martínez, 2012) in positive institutions, the third pillar of positive psychology (Seligman & Csikszentmihalyi, 2000). The study of empathy and its role in companies is important because it is not yet widely known the benefits that can provide to any institution. The study attempt to show a full mediating role of empathy in this relationship. The sample consist on 69 work teams, from 7 Small -and Medium-sized Enterprises (SMEs) including 4 educational institutions and 3 institutions of medical services from Spain. The Interclass Correlation Coefficients (ICC1 and ICC2) and the Average Deviation Index (ADM(J)) supports data aggregation at the team level. The results using SEM, through work teams, supported the hypothesis, that is, the empathy plays a full mediating role between transformational leadership and excellent team performance. Finally, theoretical and practical implications of the results are discussed. Solares et al. (2015) Education, http://dx.doi.org/10.4995/muse.2014.3694 Social and Technological Sciences EISSN: 2341-2593 Keywords transformational leadership, empathy, excellent performance, positive institutions.Positive Psychology is defined as "the scientific study of optimal human functioning" (Seligman, 1999) and includes the study of three pillars: (1) positive emotions experience, Regarding to Donaldson & Dollwet (2013) For instance, when we go to a hospital, we expect to receive the best care because our health depends on the people who work there. Furthermore and consistent with this, Lyubomirsky, King and Diener (2005) Organizational resourcesOne motivates the followers to give beyond than expected. Besides this, more and more is being investigated on transformational leadership, because of the benefits that produce in the organizations. Transformational leader has shown to have subordinates that report greater satisfaction, have higher performing work teams and receive higher rating of effectiveness and performance (Bryman, 1992; Bass, 1995).But what characteristics make the transformational leader lead the subordinates to accomplish the goals and also challenge them to give beyond expected? In this sense the big five structure of personality framework gives the opportunity to integrate commonalities among diverse approaches to personality (John & Srivastava, 1999).According to Judge and Bono (2000), extraversion and openness to experience correlate with a transformational leader, neither neuroticism nor conscientiousness displayed any significant relationships with transformational leadership, and agreeableness displayed the strongest relationship with transformational leadership. This can be explained because, to mentor successfully, empathy is required and transformational leaders give special attention to neglected group members, treat each subordinate as an individua...