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Purpose The purpose of this paper is to understand the relation between leadership perception and workers’ sense of calling. Design/methodology/approach Workers’ sense of calling has been shown to relate to organizational outcomes such as job satisfaction, career development, personal growth, and well-being. Although recent studies point the sense of calling as a consequent of several organizational variables, the role of leadership in promoting workers’ sense of calling is yet to be analyzed. A self-report questionnaire was applied to a group of 325 Portuguese nurses to analyze this relation. Structural equation modeling was used to analyze the results. Findings Results indicate a positive relation between a leader perceived as transformational or transactional and workers’ sense of calling. Directive and empowering leadership perception were found not to be related to calling. Unexpectedly, a significant positive relation with aversive leadership perception was identified. Research limitations/implications A confounding relation between aversive leadership perception and sense of calling cannot be excluded. It is possible that an unknown third variable, such as resilience or positive affect, is serving as a mediating bridge between leadership perception and the sense of calling. Further studies are necessary in order to explore this alternative path. Originality/value The sense of calling is known as a relevant organizational construct. Knowing what kinds of leadership promote workers’ sense of calling adds value for the literature and can help managers to learn how to improve their followers’ sense of calling.

Theoretical conceptions on happiness have generally considered two broad perspectives: hedonic enjoyment and eudaemonia. However, most research on how to improve people’s happiness has focused primarily on the enhancement of hedonic happiness. In this longitudinal experimental study we test the differential impact of two positive exercises—Best Possible Selves and the Lottery Question—on hedonic and eudaemonic happiness. The hypothesis that the practice of the Best Possible Selves exercise would increase hedonic happiness was confirmed. This effect was immediate and maintained a week after the exercise. Furthermore, this exercise also increased eudaemonic happiness. However, its effect decreased after a week. Contrary to what was expected the Lottery Question exercise decreased both eudaemonic happiness and hedonic happiness over time. We discuss implications of this study for the literature on positive psychological and behavioral interventions to increase happiness.

Taking a grounded approach, we devised a framework to explain how entrepreneurs attract critical resources to venture creation and development. The study was based on qualitative data from a series of interviews with thirteen entrepreneurs conducted in a sample of six case studies. The framework distinguishes two routes that entrepreneurs use to attract resources for their ventures: idea selling, referring to how the entrepreneurs seek to engage others within the venture and to persuade them to support their entrepreneurial efforts; and network building, concerning the attraction effects of the entrepreneurs' social network positions and venture legitimacy. The framework adds to entrepreneurship theory by proposing a conceptual model of resource gathering strategies in new venture creation and development.