Hypotheses involving mediation are common in the behavioral sciences. Mediation exists when a predictor affects a dependent variable indirectly through at least one intervening variable, or mediator. Methods to assess mediation involving multiple simultaneous mediators have received little attention in the methodological literature despite a clear need. We provide an overview of simple and multiple mediation and explore three approaches that can be used to investigate indirect processes, as well as methods for contrasting two or more mediators within a single model. We present an illustrative example, assessing and contrasting potential mediators of the relationship between the helpfulness of socialization agents and job satisfaction. We also provide SAS and SPSS macros, as well as Mplus and LISREL syntax, to facilitate the use of these methods in applications.

https://link.springer.com/content/pdf/10.3758/BRM.40.3.879.pdf

Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models

Emerging adulthood is proposed as a new conception of development for the period from the late teens through the twenties, with a focus on ages 18-25. A theoretical background is presented. Then evidence is provided to support the idea that emerging adulthood is a distinct period demographically, subjectively, and in terms of identity explorations. How emerging adulthood differs from adolescence and young adulthood is explained. Finally, a cultural context for the idea of emerging adulthood is outlined, and it is specified that emerging adulthood exists only in cultures that allow young people a prolonged period of independent role exploration during the late teens and twenties.

/pdf/emerging-adulthood-a-theory-of-development-from-the-late-48n8l4n0g7.pdf

Emerging adulthood. A theory of development from the late teens through the twenties.

Emerging adulthood is proposed as a new conception of development for the period from the late teens through the twenties, with a focus on ages 18-25. A theoretical background is presented, Then evidence is provided to support the idea that emerging adulthood is a distinct period demographically, subjectively, and in terms of identity explorations. How emerging adulthood differs from adolescence and young adulthood is explained. Finally, a cultural context for the idea of emerging adulthood is outlined, and it is specified that emerging adulthood exists only in cultures that allow young people a prolonged period of independent role. exploration during the late teens and twenties.

http://personal.tcu.edu/pwitt/emerging%20adults.pdf

A Theory of Development From the Late Teens Through the Twenties

The present article examines the nature and function of human agency within the conceptual model of triadic reciprocal causation. In analyzing the operation of human agency in this interactional causal structure, social cognitive theory accords a central role to cognitive, vicarious, self-reflective, and self-regulatory processes. The issues addressed concern the psychological mechanisms through which personal agency is exercised, the hierar- chical structure of self-regulatory systems, eschewal of the dichotomous construal of self as agent and self as object, and the properties of a nondualistic but nonreductional conception of human agency. The relation of agent cau- sality to the fundamental issues of freedom and deter- minism is also analyzed. The recent years have witnessed a resurgence of interest in the self-referent phenomena. One can point to several reasons why self processes have come to pervade many domains of psychology. Self-generated activities lie at the very heart of causal processes. They not only contribute to the meaning and valence of most external influences, but they also function as important proximal determi- nants of motivation and action. The capacity to exercise control over one's own thought processes, motivation, and action is a distinctively human characteristic. Because judgments and actions are partly self-determined, people can effect change in themselves and their situations through their own efforts. In this article, I will examine the mechanisms of human agency through which such changes are realized.

/pdf/human-agency-in-social-cognitive-theory-249lk5skuf.pdf

Human Agency in Social Cognitive Theory

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.

/pdf/perceived-organizational-support-a-review-of-the-literature-44wwivd3l8.pdf

Perceived organizational support: A review of the literature.

A pretest-posttest control-group design (N = 20) was used to assess the effects of transformational leadership training, with 9 and 11 managers assigned randomly to training and control groups, respectively. Training consisted of a 1-day group session and 4 individual booster sessions thereafter on a monthly basis. Multivariate analyses of covariance, with pretest scores as the covariate, showed that the training resulted in significant effects on subordinates' perceptions of leaders' transformational leadership, subordinates' own organizational commitment, and 2 aspects of branch-level financial performance.

/pdf/effects-of-transformational-leadership-training-on-1cth9q3lnr.pdf

Effects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment

The authors developed, tested, and replicated a model in which safety-specific transformational leadership predicted occupational injuries in 2 separate studies. Data from 174 restaurant workers (M age = 26.75 years, range = 15-64) were analyzed using structural equation modeling (LISREL 8; K. G. Joreskog & D. Sorbom, 1993) and provided strong support for a model whereby safety-specific transformational leadership predicted occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events. Study 2 replicated and extended this model with data from 164 young workers from diverse jobs (M age = 19.54 years, range = 14-24). Safety-specific transformational leadership and role overload were related to occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events.

/pdf/development-and-test-of-a-model-linking-safety-specific-1bzjocrf9f.pdf

Development and Test of a Model Linking Safety-Specific Transformational Leadership and Occupational Safety

Two studies investigated the relationship between transformational leadership, the meaning that individuals ascribe to their work, and their psychological well-being. In Study 1, the perceptions of meaningful work partially mediated the relationship between transformational leadership and positive affective well-being in a sample of Canadian health care workers (N 319). In Study 2, the meaning that a separate sample of service workers (N 146) ascribed to their work fully mediated the relationship between transformational leadership and psychological well-being, after controlling for humanistic work beliefs. Overall, these results support and add to the range of positive mental health effects associated with transformational leadership and are suggestive of interventions that organizations can make to improve well-being of workers.

/pdf/transformational-leadership-and-psychological-well-being-the-fjvw3ah6g4.pdf

Transformational leadership and psychological well-being: the mediating role of meaningful work.

The authors conducted a meta-analysis of 57 empirical studies (59 samples) concerning enacted workplace aggression to answer 3 research questions. First, what are the individual and situational predictors of interpersonal and organizational aggression? Second, within interpersonal aggression, are there different predictors of supervisor- and coworker-targeted aggression? Third, what are the relative contributions of individual (i.e., trait anger, negative affectivity, and biological sex) and situational (i.e., injustice, job dissatisfaction, interpersonal conflict, situational constraints, and poor leadership) factors in explaining interpersonal and organizational aggression? Results show that both individual and situational factors predict aggression and that the pattern of predictors is target specific. Implications for future research are discussed.

/pdf/predicting-workplace-aggression-a-meta-analysis-49f9i3ylit.pdf

Predicting workplace aggression: A meta-analysis.

Two studies were conducted investigating the relationship between high-performance work systems (HPWS) and occupational safety. In Study 1, data were obtained from company human resource and safety directors across 138 organizations. LISREL VIII results showed that an HPWS was positively related to occupational safety at the organizational level. Study 2 used data from 189 front-line employees in 2 organizations. Trust in management and perceived safety climate were found to mediate the relationship between an HPWS and safety performance measured in terms of personal-safety orientation (i.e., safety knowledge, safety motivation, safety compliance, and safety initiative) and safety incidents (i.e., injuries requiring first aid and near misses). These 2 studies provide confirmation of the important role organizational factors play in ensuring worker safety.

/pdf/high-performance-work-systems-and-occupational-safety-5amdacpbyl.pdf

Julian Barling

Papers

Effects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment

Development and Test of a Model Linking Safety-Specific Transformational Leadership and Occupational Safety

Transformational leadership and psychological well-being: the mediating role of meaningful work.

Predicting workplace aggression: A meta-analysis.

High-Performance Work Systems and Occupational Safety.