The current study extended the Procrastination-Health model by examining a multiple mediation model, with two cognitive schemas (defectiveness; insufficient self-control) serving as mediators. The models were as follows: procrastination → defectiveness → depression; procrastination → insufficient self-control → depression. Participants included 412 (271 women, 141 men) United States (U.S.) and 240 (107 women, 133 men) Pakistani college students, who responded via self-report questionnaires. In the U.S. sample, results revealed a non-significant direct effect between procrastination and depression after consideration for the two cognitive schemas, suggesting the schemas completely mediated the model. Both defectiveness and insufficient self-control schemas were significant individual mediators. In the Pakistani model, results revealed a significant direct effect and indirect effect through the two cognitive schemas, indicating partial mediation. Only the indirect path through defectiveness schemas was significant in the Pakistani model. Given slight differences in the two models, a moderated-mediation model was analyzed to determine if the strength of the direct and indirect effects varied by nationality. The strength of the direct and indirect effects was not moderated by nationality. Overall, this is the first study to identify cognitive mediators in the procrastination-depression relationship. Such findings represent a significant extension of the Procrastination-Health model and offer some unique cognitive insights into culturally sensitive conceptualizations and treatments for depression.
This study investigated how agile leadership played its role in managing inter-role conflicts during the chaotic period of the COVID-19 pandemic. The COVID-19 pandemic was much more than the survival of the fittest and coming out of it alive. Organizations were under immense pressure to resume their normal operations in not-so-normal situations. This period of turmoil and agony brought a broad array of inter-role conflicts, which posed challenges for leaders to manage them effectively. The satisfaction at job and the satisfaction in life were the two most important endeavors for the employees to fight. This study explores how leadership agility helped employees manage their work–family and family–work conflicts, consequently impacting life satisfaction and job satisfaction simultaneously. Moreover, role ambiguity, role conflict, and role overload are important intervening role stress factors that impact inter-role conflict management. So, role stress is a moderating factor in the direct relationship between agile leadership and inter-role conflict. This is a two-phased time lag study with a quantitative design for data collection. The first phase of data collection comprises of analyzing the impact of agile leadership on inter-role conflict management, keeping in view the intervening impact of role stress. The second data collection phase examines how inter-role conflicts impacted life satisfaction and job satisfaction during COVID-19. The data were collected from faculty working in higher education institutions in Pakistan, as the education industry was the second major sector that was affected because of COVID-19 after the health care industry. This research found that agile leadership plays a significant role in determining job satisfaction and life satisfaction. Agile leadership during the COVID-19 pandemic helped to manage work–family (AgileL -> WFC -> JS β = 0.1020, p = 0.0112 and AgileL -> WFC -> LS β = 0.1361, p = 0.0014) and family–work conflicts (AgileL -> FWC -> JS β = 0.1598, p = 0.0017 and AgileL -> FWC -> LS β = 0.1160, p = 0.0093) and reduce role stress. Future researchers might include marital satisfaction, as the inter-role conflicts highly impacted marital satisfaction and resultant imbalances among dual-earning couples. Comparative studies in this regard, explaining how dual-earning couples managed to sustain marital health and the role of leadership in developed and developing countries would be enlightening.
Objective and subjective aspects of Individual and Organizational performances (Valmohammadi & Roshanzamir, 2015) has been focus of research arena at number of instances to conclude about micro, meso and macro level phenomenas within organziations. This study aims to provide a unique outlook on 4 C’s of work environment (meso) and their interrelationship with Organizational Performance through i-e individual performance (micro). Career planning, Consultative management, Communication and Culture (performance oriented) are taken as 4 important C’s, constituting a comprehensive whole of Work environment. The study proposed two research hypotheses. Data was collected through 5 point Likert scale questionnaires, from 297 employees of 42 manufacturing and services sector firms in Pakistan. Bivariate Pearson’s Correlation, Preacher and Hayes Process v 3.0, Model 4, and Bootstrapping is used for data analysis. Results indicate that all four C’s of work environment have strong positive correlation with organziational perfomance through individual performance acting as a mediator.
Organizational development is the key to success depending highly on the behaviors of individuals working within. This study has tested the impact of two types of proactive behaviors i.e., proactive problem solving (PPS) and proactive idea implementation (PII) on organizational development. The self-efficacy of employees is taken as a moderator on the direct relationship of PPS and PII with organizational development (OD). Data is collected from managerial employees of manufacturing organizations in Rawalpindi, Islamabad, and KPK region in Pakistan, through self-administered survey questionnaires. Results show that PPS and PII have a positive significant relationship with organizational development. Self-efficacy strongly moderates the direct relationships of PPS and PII with OD in such a way that the higher the levels of self-efficacy, the stronger will be the relationship of PII and PPS with OD. This research provides useful insights into the organizational development literature highlighting the importance of proactivity and self-efficacy resources of employees.
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