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Drawing on insights from social learning and social cognitive perspectives and research on the multilevel reality of leadership influences, we developed and tested a multilevel model that examines mechanisms and conditions through which ethical leadership deters work unit- and individual-level ostracism. Based on two field studies using multiple measurement points, we found that at the work unit level of analysis, relational climate partially mediates the negative relationship between ethical leadership and work unit-level ostracism (the average level of ostracism reported by work unit members) whereas state mindfulness partially mediates the cross-level influence of ethical leadership on individual-level ostracism. Contrary to our hypothesis, we found that the relationship between ethical leadership and relational climate was stronger when work units had a more mechanistic structure, and not when it had an organic work unit structure. Finally, we found that relational climate not only moderates the relationship between state mindfulness and individual-level ostracism, but also moderates the indirect influence of ethical leadership on individual-level ostracism through state mindfulness such that the indirect effect is stronger when relational climate is high as opposed to low. These findings highlight the individual- and work unit-level conditions and mechanisms through which ethical leadership relates to decreased ostracism at work, and thus extends theory and research on ethical leadership and ostracism.

Protected areas can only deliver their environmental, social and economic benefits if they are effectively managed. The aim of the paper is to analyze the management of nature parks entrusted to the State Enterprise for Forest Management ?Srbijasume?, identify management problems and opportunities, and provide management and other reform proposals in order to improve the efficiency of management of protected areas. SE ?Srbijasume? manages 5 nature parks on an area of 280,497 ha, which makes up 94% of the total area of nature parks in Serbia. Managerial organization of protected areas in SE ?Srbijasume? is in accordance with the Law on Nature Protection, which prescribes the conditions that must be met by the manager in terms of professional, personnel and organizational qualifications to perform the tasks of protection, improvement, promotion and sustainable development of the protected areas. The management of protected areas is coordinated with the three-level organizational structure of the Enterprise (General Directorate, Forest Estates, Forest Administrations). For the management of nature parks ?Stara planina?, ?Golija?, ?Zlatibor? and ?Radan? special work units have been formed.

The happy-productive worker thesis (HPWT) assumes that happy employees perform better. Given the relevance of teams and work-units in organizations, our aim is to analyze the state of the art on happy-productive work-units (HPWU) through a systematic review and integrate existing research on different collective well-being constructs and collective performance. Research on HPWU (30 studies, 2001–2018) has developed through different constructs of well-being (hedonic: team satisfaction, group affect; and eudaimonic: team engagement) and diverse operationalizations of performance (self-rated team performance, leader-rated team performance, customers’ satisfaction, and objective indicators), thus creating a disintegrated body of knowledge about HPWU. The theoretical frameworks to explain the HPWU relationship are attitude–behavior models, broaden-and-build theory, and the job-demands-resources model. Research models include a variety of antecedents, mediators, and moderating third variables. Most studies are cross-sectional, all propose a causal happy–productive relationship (not the reverse), and generally find positive significant relationships. Scarce but interesting time-lagged evidence supports a causal chain in which collective well-being leads to team performance (organizational citizenship behavior or team creativity), which then leads to objective work-unit performance. To conclude, we identify common issues and challenges across the studies on HPWU, and set out an agenda for future research.

Prior research has framed bootlegging as employees’ unofficial innovation that occurs without organizational authorization or official support. In this paper, we call for bringing leadership back into the study of antecedents of bootlegging and examine the effects of leadership context, specifically leader humility, on employee bootlegging. Following the conservation of resources (COR) theory, we propose that leader humility can provide valuable endogenous resources, such as relational energy, for employee bootlegging. We also propose that work unit structure (organic versus mechanistic) can serve as a boundary condition in this relationship. We test our hypotheses in (i) a scenario-based experiment, (ii) a three-wave time-lagged study with a sample of 212 employees, and (iii) a three-wave time-lagged study with a sample of 190 employees embedded in 20 teams. The results show that leader humility positively relates to relational energy, which, in turn, causes employee bootlegging. Furthermore, an organic structure strengthens the relationship between relational energy and bootlegging, and the indirect effect of leader humility on employee bootlegging via relational energy. The paper concludes with a discussion of what these findings suggest for future research and managerial practice.

Drawing on conservation of resources theory, we built and tested a theoretical model that explores how and when leader humor can impact employee bootlegging. Based on a field study using a time-lagged research design, we found that leader humor can influence employee bootlegging by fueling relational energy. Furthermore, work unit structure moderates the effect of leader humor on relational energy as well as the indirect effect of leader humor on employee bootlegging via relational energy such that these effects are stronger when the unit operates in an organic structure as opposed to a mechanistic structure. Based on these findings, the current study sheds light on both the leader humor and the bootlegging literature.

In recent years, attention to researchers’ scientific misconduct has increased dramatically. Although existing research reflects a shared value that occupational calling is an ethical good (i.e., being more likely to make ethical choices), no empirical study has yet examined the ethical outcomes of occupational calling. Drawing on the integrated ethical decision-making model (I-EDM), this study first investigated whether occupational calling inhibits researchers’ unethical decision-making. Secondly, it examined why and when occupational calling relates to researchers’ unethical decision-making. The findings from a four-wave survey, with 257 researchers working in research roles in universities in China, reveal that occupational calling (time 1) inhibits researchers’ unethical decision-making (time 4). Moral disengagement (time 3) provides an explanation for the negative link between occupational calling (time 1) and unethical decision-making (time 4). The moderated mediation analysis further shows that the inhibitory effect of occupational calling (time 1) on researchers’ unethical decision-making (time 4) disappears when the work-unit structure (time 2) is perceived to be organic. These findings provide meaningful theoretical and practical implications for research and practice.

ObjectiveThere is a lack of studies investigating social capital at the workplace level in small and relatively homogeneous work-units. The aim of the study was to investigate whether work-unit social capital predicts a lower risk of individual long-term sickness absence among Danish hospital employees followed prospectively for 1 year.MethodsThis study is based on the Well-being in HospitAL Employees cohort. The study sample consisted of 32 053 individuals nested within 2182 work-units in the Capital Region of Denmark. Work-unit social capital was measured with an eight-item scale covering elements of trust, justice and collaboration between employees and leaders. Social capital at the work-unit level was computed as the aggregated mean of individual-level social capital within each work-unit. Data on long-term sickness absence were retrieved from the employers’ payroll system and were operationalised as ≥29 consecutive days of sickness absence. We used a 12-point difference in social capital as the metric in our analyses and conducted two-level hierarchical logistic regression analysis. Adjustments were made for sex, age, seniority, occupational group and part-time work at the individual level, and work-unit size, the proportion of female employees and the proportion of part-time work at the work-unit level.ResultsThe OR for long-term sickness absence associated with a 12-point higher work-unit social capital was 0.73 (95% CI 0.68 to 0.78). Further, we found an association between higher work-unit social capital and lower long-term sickness absence across quartiles of social capital: compared with the lowest quartile, the OR for long-term sickness absence in the highest quartile was 0.51 (95% CI 0.44 to 0.60).ConclusionOur study provides support for work-unit social capital being a protective factor for individual long-term sickness absence among hospital employees in the Capital Region of Denmark.

The aim of this paper is to clarify the spatial characteristics of work‐units comprising advanced school buildings in Sweden based on the learning activities of pupils and students. The results of this study are as follows. A work‐unit is composed of seven to nine types of rooms and two types of partitions. Work‐units include four types of learning of the same content together, and three types of learning in small groups or by individuals. The rooms in a work‐unit are separated by doors and removable partitions. This enables students to set the spaces for learning by themselves, by opening/closing the doors or rearranging the partitions. In higher grades, students can be provided the opportunity to choose their own spaces and content for learning. The aim of this paper is to clarify the space characteristics of Work‐Units composing Swedish advanced school buildings from the view point of pupils' and students' activities of learning.

Background: Serious shortcomings are identified in the Performance Index (PI), developed by Spangenberg and Theron (2004). Attempts are made to correct these shortcomings. Aim: The primary objective of this research study was to develop and preliminary validate a generic Work-Unit Performance Questionnaire, based on the Performance Index of Spangenberg and Theron (2004), correcting shortcomings identified in that particular PI. Setting: The study used convenience sampling that consisted of 202 respondents from a variety of South African industries. The article draws on findings in the thesis of Seland (2019). Methods: The development and preliminary validation of the Work-Unit Performance Questionnaire (WUPQ) was required. The WUPQ consists of dual subscales, the Work-Unit Competency Questionnaire (WUCQ), which consists of seven latent behavioural competency variables, and the Work-Unit Outcome Questionnaire (WUOQ), which consists of six latent outcome variables. Results: Both measurement models (WUCP & WUOQ) showed close fit; however, two factor loadings in the WUCQ measurement model had to be constrained. Reasonable structural model fit was found in the sample. Support was found for 11 of the original 21 path-specific substantive hypotheses and for an additional hypothesis. Conclusion: The proposed model can be used by managers, with caution due to the intentional exclusion of competency potential and situational variables, to diagnose poor work-unit performance. Furthermore, it is encouraged that this research be the starting point for further analyses of work-unit performance and advance validation of the instrument.

OrientationWorkplace spirituality may previously have been just a new buzzword in the corporate world, but it has now become a topic of serious scientific inquiry, which cannot be ignored or disregarded. The reason for the increased attention given to workplace spirituality in recent years is the positive psychological working environment that it creates for employees.Research purposeThe research established whether workplace spirituality at the individual, work unit and organisational levels influence each other and whether individual spirituality influences workplace flourishing.Motivation for the studyThe work and life domains in which employees need to function are not always conducive to their well-being. Therefore, it is necessary to consider to what degree work-related factors such as workplace spirituality influence employees’ flourishing, that is, holistic well-being, in the work context.Research approach/design and methodThe study used a deductive approach, employing a correlational cross-sectional research design. Data collection involved a structured questionnaire, resulting in a final sample of 394 respondents.Main findingsThe study’s main findings were that individual spirituality impacted emotional well-being. Also, organisational and work unit spirituality influences individual spirituality, and organisational spirituality influences work unit spirituality.Practical/managerial implicationsWorkplace spirituality should be considered to increase employees’ experience of work-related well-being, expressed as a sense of happiness and contentment and feeling satisfied at work. Furthermore, the spiritual development and growth of spiritual employees should be emphasised.Contribution/value-addThe study contributes to theory development and knowledge creation of the constructs of workplace spirituality and workplace flourishing.