Previous research has demonstrated that mindfulness helps reduce symptoms of work stress but research has yet to clarify whether and how mindfulness is linked to work engagement.Using self-determination theory we hypothesize that mindfulness is positively related to work engagement and that this relationship can be better understood through authentic functioning.We collected survey data on these variables in the context of six mindfulness trainings at three points in time: before the training, directly after the training, and four months after training.We examined the relationships between mindfulness, authentic functioning, and work engagement, both statically (cross-sectionally) and dynamically as they change over training.Results show that authentic functioning mediates the relationship between mindfulness and work engagement, partially for the static relationship and fully for the dynamic relationship.We discuss how these findings further clarify the role of mindfulness in the workplace and highlight the implications for the literature on authentic functioning and work engagement.

Entrepreneurs' initial strategy choices are made in the face of inherently uncertain and fundamentally unpredictable futures. Yet, unlike experts, novice entrepreneurs still tend to rely on predictions and forecasts as they move their ideas through the venture creation process. This study examines the role of entrepreneurial self-efficacy (ESE) and situational framing in mitigating the seemingly negative consequences of an "experience deficit" and promoting the use of effectuation-a non-predictive logic associated with entrepreneurial expertise. The results of a randomized experiment show that, in contrast to a control group and a low ESE group, novices who experienced an increase in ESE were more likely to use effectuation under uncertainty. This relationship was mediated by the framing of the situation as an opportunity.

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People working on a task can make errors along the way. How people deal with an error, however, depends on the type of error approach they apply. One approach, error management, focuses on increasing the positive and decreasing the negative consequences of errors. A second approach, error prevention, focuses on working faultlessly. In two experiments, we manipulated error approach through task instructions and measured on-task thoughts and offtask thoughts. In Experiment 1 (N = 78), error management resulted in more on-task thoughts, but no differences were found for off-task thoughts. Experiment 2 (N = 76) replicated the findings of Experiment 1, and further demonstrated that error management resulted in better analogical and adaptive transfer performance, and that these effects were mediated by on-task thoughts. Our findings point toward the benefits of error management instructions for people and organisations. Specifically, error management instructions make people more focused on the task during practice, as indicated by on-task thoughts, which in turn results in higher performance after practice.

Purpose -The main goal of the current research was to investigate whether and how leaders in health care organizations can stimulate incident reporting and error management by ''walking the safety talk'' (enacted priority of safety).Design/methodology/approach -Open interviews (N=26) and a crosssectional questionnaire (N=183) were conducted at the Rotterdam Eye Hospital (REH) in The Netherlands.Findings -As hypothesized, leaders' enacted priority of safety was positively related to incident reporting and error management, and the relation between leaders' enacted priority of safety and error management was mediated by incident reporting. The interviews yielded rich data on (near) incidents, the leaders' role in (non)reporting, and error management, grounding quantitative findings in concrete case descriptions.

Ed Sleebos for their useful suggestions to earlier versions of the manuscript. We are grateful to the anonymous reviewers and editors for their constructive feedback and recommendations. We thank Natasha Bingham for proofreading the article multiple times.

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Abstract. This study seeks to advance theory on the motivational underpinnings of striving for challenge. We propose and empirically demonstrate that challenging job experiences can be meaningfully subdivided into private challenging job experiences (private challenges) and public challenging job experiences (public challenges). Drawing on achievement goal theory, in a two-wave field study among 226 employees (Study 1) and a multi-source field study among 326 employees (Study 2), we found initial evidence regarding differential effects of employees' mastery-approach goals and performance-approach goals in relation to private challenges and public challenges. Furthermore, Study 2 showed a negative relationship between performance-approach goals and supervisor-rated in-role job performance when public challenges were low. Theoretical and practical implications of these findings are discussed.