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This study used a model to determine the combined effect of psychological resources, self-leadership strategies, and job embeddedness on work engagement for employees in the banking sector. A descriptive quantitative research framework was adopted; data were collected from a sample of 303 banking sector employees. The results indicated that self-leadership strategies influence work engagement through psychological resources and job embeddedness. The three constructs combined explained 70.3% of variance in work engagement. Psychological resources have the strongest direct influence on work engagement, and self-leadership is a strong determinant of the psychological resources and moderate determinant of job embeddedness. The study concluded that implementing self-leadership strategies, encouraging the practice of psychological capital, and ensuring strong links and fit (job embeddedness) would aid in enhancing an engaged workforce. The results indicate that accumulating and expanding internal and job resources from psychological capital, self-leadership, and job embeddedness significantly influence work engagement and buffer the effects of job demands.

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BackgroundThis paper describes the psychometric properties of the WHOQOL-OLD, an add-on module to the World Health Organization's Quality of Life measure for older people in a South African sample. The WHOQOL-OLD module was further condensed into three short versions which contain the best items of the original module. The psychometric properties associated with the three short versions of the WHOQOL-OLD are also described.MethodData were collected from Afrikaans-speaking older people (n=176) residing in long-term care facilities in Potchefstroom, situated in the North-West province of South Africa. The mean age of participants was 77 years (SD=8.1). Fifty participants were males and 126 were females. All reported average-to-good health and cognitive ability.ResultsThe current study found encouraging results related to the original factor structure of the WHOQOL-OLD as well as the three short versions of this instrument. Results stemming from the data of the current sample seem to be a good fit with the original factor structure of the WHOQOL-OLD. The reliabilities associated with the various sub-dimensions point to a reliable instrument.ConclusionsThe WHOQOL-OLD with its 24 items or any of the three short versions of this instrument can, therefore, be utilised in a South African context (Version 3 of the short versions seems to be the better fitting version).

Orientation: Constructs were explored from a positive organisational behaviour (POB)paradigm. The aim of POB constructs is to develop and improve employees’ psychological strengths, well-being and performance.Research purpose: The objective of this research was to investigate the relationships between servant leadership, emotional intelligence and trust in the manager. A model depicting a sequential process of interrelationships amongst the constructs was proposed.Motivation for the study: Organisations worldwide acknowledge the role that leadership and emotions play in psychological and physical well-being, as well as job performance of employees. Therefore, organisations need valid and workable interventions to assist their employees to function optimally in the work environment. By understanding the sequential relationships between servant leadership, emotional intelligence and trust, suggestions for such interventions were put forward.Research approach, design and method: Both survey and statistical modelling methodologies were employed to guide the investigation. Standardised questionnaires were used to measure the three different constructs, based on the responses of 154 employees on a composite questionnaire.Main findings: A high level of reliability was found for all the measurement scales utilised.The results of the structural equation model indicated that emotional intelligence and trust in the manager affected servant leadership.Practical/managerial implications: Emotional intelligence training should form part of a necessary component in the development of servant leaders. Sufficient time should also be given to aspirant servant leaders to build relationships when coaching and mentoring their subordinates in order to build trust.Contribution/value-add: The model of sequential relationships between the constructs assists in understanding the antecedents of servant leadership in the work environment.