1. Work-Life Programs; Teams; Stress/Burnout; Job Design & Stress Reduction Christina Iverson, Chi Bao Nguyen, Kellie Phan, Lourdes Rodriguez, Joseph Suarez

2. Are Anxious Workers Less Productive Workers? It Depends on the Quality of Social Exchange Kellie Phan

3. Key Terms Workplace Anxiety Emotional Exhaustion Job Performance Social Exchange

4. Social Exchange as Moderators Coworker Exchange (CWX) Leader-Member Exchange (LMX)

5. Results

6. Take-Home Message Conduct mandatory meeting solely for leaders Offer formal training for both employees and leaders Keep a journal, writing everything they feel important

7. Identification and Occupational Stress: A Stress-Buffering Perspective Joseph Suarez

8. Key Terms Organizational Identification (OI) Social Identity Theory (SIT) Work unit Role Overload

9. Method Purpose of this study is whether there is a difference in moderating potential different types of identifications in the stressor-employee adjustment Participants: human services domain (deaf services, aged care, disability service) conducted survey for full-time, part-time employees across hierarchical levels 337 Respondents

10. Hypothesis 1.Less favorable levels of work stressors will be related to a less favorable job-related attitude and lower level of psychological health 2.Higher Levels of work-unit identification will mitigate the negative effects of work stressors on work unit commitment and psychological health.

11. Results

12. Take Home Message Have effective management that promotes employee health, positive job related attitudes, promote any work-life programs and have team building workshops. A hiring manager has to consider the applicant and whether or not they are able to handle sudden changes and ensure that they can handle a fast pace environment When hiring someone make sure you that they are good fit for the organization

13. Does Family Life Help To Be A Better Leader? A Closer Look At Crossover Processes From Leaders To Followers Chi Bao Nguyen

14. Key Terms Family-to-work conflict (FWC) Family-to-work enrichment (FWE) Crossover Processes Affective Crossover Behavioral Crossover

16. Method Data collected from 260 New Zealand Organizations Targeted managers and their subordinates Study divided to 3 parts: Leaders completed a survey on their FWC and FWE One month after → Followed up with a matched survey (leaders) One week after → Followers completed a survey

17. Hypothesis 1 - the leader’s FWC will be positively related to followers’ burnout through enhanced leader’s burnout 2 - the leader’s FWE will be positively related to followers’ work engagement through enhanced leader’s work engagement

18. Results High levels of FWC → Leaders felt more exhausted and cynical at work Burned-out leaders reported more negative moods. After a week followers adopted these affective states. Followers felt more burned-out as well. High levels of FWE → Leaders were more enthusiastic, inspiring, and dedicated at work Engaged leaders showed more positive moods.These feelings reverberated in the follower reports one week later, and followers felt more engaged at work.

19. Take-Home Message Create work-life balance programs that can help limit the stress Implement effective employee wellness programs Employee Assistance Programs and stress management workshops Flexible work arrangements Have a flexible work schedule to seek support for leaders’ family tasks like assistance with household chores.

20. Family Incivility and Job Performance: A moderated Mediation Model of Psychological Distress and Core Self- Evaluation Lourdes Rodriguez

21. Key Terms Incivility Family incivility Core Self-Evaluation (CSE) Psychological distress

22. Method Two waves of data from employees of a large nonprofit organization in Singapore First wave: 397 employees; online survey containing measures of family incivility, psychological distress, CSE and control variables Second wave: 353 employees; 2 months later obtaining job performance ratings from supervisors of each respondent

23. 1. Family incivility is positively related to psychological distress 2. Psychological distress is negatively related to job performance 3. Psychological distress mediates the relationship between family incivility and job performance 4. CSE moderates the strength of the mediated relationship between family incivility and job performance via psychological distress such that both the path between family incivility and psychological distress and the path between psychological distress and performance are weaker when CSE is high rather than low. Hypothesis

24. Proposed moderated mediation model

25. Results Six self-reported scales= family incivility, psychological distress, CSE, job stress, family-to-work conflict and work-to-family conflict Mediation model: indicated that family incivility was positively associated with psychological distress and psychological distress was negatively associated with job performance (Supporting hypotheses 1 & 2) Moderated mediation: family incivility with CSE was significant in predicting psychological distress Interaction of psychological distress with CSE did not predict job performance

26. Results

27. Take home message Family events at work Kindness challenge Those that have low self-esteem, managers are encouraged to celebrate the employee's accomplishments, express their gratitude and appreciation towards them.

28. Personality and Charismatic Leadership in Context: The Moderating Role of Situational Stress Christina Iverson

29. The Basics (Key Terms)  Behavioral Activation System (BAS)  Behavioral Inhibition System (BIS)  Situational Stress

30. Hypothesis #1 Low-stress conditions: The positive relationship between extraversion and leaders’ charismatic behaviors will be stronger. #2 Low-stress conditions: The positive relationship between openness to experience and leaders’ charismatic behaviors will be stronger. #3 Stress will lower the strength of the relationship between stimulation values and leaders’ charismatic behaviors (and vice versa).

31. Methods Lab Study (721 participants, 201 groups)  Desert Simulation Field Study (256 participants, 71 executives)  Work Environment

32. Results (Study 1)

33. Results (Study 2)

34. Take-Home Message Organizations Evaluate Selection Processes Manage Levels of Workplace Stress Train Leaders

35. Group Take-Home Message Have managers that effectively promote work-life programs and encourage time to unplug from work Train managers to detect early signs of stress in an employee and engage with employees to help reduce their level of stress