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A growing number of postdoctoral academics cite stressful working conditions for considering abandoning their studies and leaving the academic profession entirely before they obtain a tenured position. This paper identifies the mechanisms by which work stress influences postdocs' intentions to leave academia. Based on Schaubroeck et al.'s (1989) stress-turnover-intention model, we propose a professional turnover-intention model that includes both the effort-reward imbalance model as a comprehensive measure of work stress and affective professional commitment. The research model is tested using structural equation modeling (SEM) and data from 421 postdocs. The results show significant support for the hypothesized effects. In particular, a three-path-mediated effect is found from work stress to the intention to leave academia via strain and job satisfaction. Additional analyses reveal significant gender differences: The relationship between overcommitment and strain is stronger for female postdocs than it is for male postdocs, and the direct link between work stress and the intention to leave academia applies only to female postdocs. Further, job satisfaction fully mediates the relationship between affective professional commitment and the intention to leave academia. Thus, we provide a model on an academics' professional turnover intention that goes beyond previous research by incorporating two important mediators, strain and job satisfaction. We also confirm the relevance of affective professional commitment to professional turnover intentions in the realm of academia. Specific policy recommendations for retaining more postdocs in academia are given. (HRK / Abstract übernommen).

Purpose – The purpose of this paper is to investigate the relationship between transformational leadership and effort-reward imbalance as well as the moderating role of overcommitment and subjective well-being. In particular, the study focuses on the transformational leadership component individualized consideration and its relationship with effort-reward imbalance. Design/methodology/approach – Using linear hierarchical regression analyses, the authors tested four hypotheses on a broad sample of 229 German employees. Findings – The results confirm the expected relationship between transformational leadership and effort-reward imbalance and that the strongest relationship exists with individualized consideration. However, there is no support for the hypothesized moderating effects. Research limitations/implications – First, the recruitment of the sample via fora and periodicals may bias the results. Second, the dependent and the independent variables were assessed with the same method, thus facilitating a common method bias. Third, the study underlies a cross-sectional design which does not allow drawing conclusions on causality. Practical implications – The findings provide implications for leaders by showing that the most effective leadership behaviours are those encompassed by the transformational leadership component individualized consideration when it comes to reducing negative health effects of adverse working conditions. Furthermore, the results suggest that overcommitment plays a major role for employees’ effort-reward imbalance and should thus be addressed by specific training measures. Originality/value – Researchers have devoted little attention to revealing how effort-reward imbalance can be avoided or reduced by leaders. The study attempts to fill this gap by exploring the relationship between effort-reward imbalance and transformational leadership.

[...]they highlight how further research is needed to examine the conditions and situational factors on how and why those changes occur. [...]Susanne Blazejewski and Eva-Maria Walker investigate individual strategies of coping with technological demands. [...]we would like to provide you with some insights into the editorial process of this special issue. After another editorial revise, we finally accepted those four manuscripts. [...]we would like to thank not only the authors for their contributions but also acknowledge the timely, thoughtful, and constructive support provided by the following reviewers, who greatly helped the authors to improve their manuscripts:

Part II presents empirical evidence for stress being a major risk factor for morbidity and mortality, pointing out the effect of stress on, for example, heart disease, cancer, mental health, and eating disorders. [...]part VI also focuses on stress prevention, however, rather from an organizational and community perspective. [...]it cannot and doesn't cover all there is to say about stress and health. [...]this book comprises a collection of numerous and thought-provoking articles on stress and health issues, addressed from a range of different perspectives by renowned scholars. [...]The Handbook of Stress and Health: A Guide to Research and Practice' makes a recommendable, interesting and inspiring read for those interested in the broad field of stress and health. 1 Dr. Eva-Ellen Weiß is the coordinator of the Manchot Graduate School 'Competitiveness of Young Enterprises' at He inrich-Heine-Universität Düsseldorf, Germany.

Forschungsfrage: Die Belastungen von Mitarbeitern sind in den letzten Jahren gestiegen. Es ist bislang unklar, welche Rolle transformationale Führung für das Stressempfinden und den empfundenen Work-Life-Conflict von Mitarbeitern spielt. Methodik: Um diese Frage zu beantworten, wurde eine Fragebogenstudie durchgeführt. Die Daten wurden mittels Regressionsanalysen ausgewertet. Praktische Implikationen: Deutlich wird, dass transformationales Führungsverhalten grundsätzlich geeignet ist, Stress und Work-Life-Conflict zu reduzieren. Es kann jedoch auch ein gegenteiliger Effekt eintreten. Research question: As a consequence of increasing job demands, employees experience more and more strain. To date it is unclear how transformational leader behavior affects employees' perceived stress and work-life conflict. Methodology: In order to answer this question, 229 people were investigated via an online questionnaire. The data were analyzed using hierarchical linear regression analyses. Practical implications: The results indicate that transformational leader behavior is suitable for reducing employees' stress and work-life conflict. However, the effect may be opposite.