Esta es la versión de autor del artículo publicado en: This is an author produced version of a paper published in: El acceso a la versión del editor puede requerir la suscripción del recurso Access to the published version may require subscription Spanish Journal of PsychologyThe current way of organizing and working together in organizations is undergoing continual change.Organizations face challenges and difficulties to which they must adapt in order to be competitive, particularly when facing the current recession, new technology improvements, merges and differences that come with a global market, and changes in both customer and employee needs and values (Rodríguez-Carvajal, Moreno-Jiménez, de Rivas-Hermosilla, Álvarez-Bejarano, & Sanz-Vergel, 2010). At the same time, there is an increasing demand for a more ethical peoplecentered management (van Dierendonck, 2011), a management that can combine the constant demand for efficiency and efficacy with a moral focus. Within this context, leadership has been pinpointed as a key factor to achieving committed workers as well as prosperous organizations (Luthans, 2002;van Dierendonck, 2011). In this line, servant leadership (SL) may play an important contribution in achieving those goals. At this respect, SL has been proposed as a leadership style specifically focused on people and their development (Greenleaf, 1977). Greenleaf described a servant leader as follows: "The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead." (Spears, 1998, p. 1). Therefore, a servant leader is one who is mainly concerned about his followers (Greenleaf, 1977). In contrast to other leadership theories as for example transformational leadership, inspiring leadership or Level 5 leadership, SL makes explicit the moral and social concerns and it sets first followers´ needs even over organizational goals (Hunter et al., 2013, van Dierendonck, 2011. In its application, this leadership has been observed to be related to effective performance, organizational citizenship behavior, job satisfaction, commitment and the appearance of organizational trust climate, among others (e.g. Hunter et al., 2013; van Dierendonck, 2010, for a review).Based on its value, the global context brings also the challenge of studying SL within a cross-cultural setting so that attention for possible culture differences should be brought to the front (Mooij & Hofstede, 2010 Abstract. Servant Leadership emphasizes employee's development and growth within a context of moral and social concern. Nowadays, this management change towards workers´ wellbeing is highlighted as an important issue. The aims of this paper are to adapt to Spanish speakers the Servant Leadership Survey (SLS) by van Dierendonck and Nuijten (2011), and to analyze its factorial validity through confirmatory factor analysis and measurement invariance in three countries. A sample of 638 working people from three Spanish-speaking countries (Spain, Argentina and Me...

Despite the emphasis of servant leadership theory on the attention provided to workers' needs and goals, there is a lack of empirical knowledge on the relationship between servant leadership and employees' goal attainment. We provide a theoretical model of the mechanism by which this strong focus of servant leadership on a worker's individual development positively influences the worker's goal attainment. Through a diary study with 126 workers over five consecutive working days, the results indicated a positive within-person indirect effect of servant leader behaviors on goal attainment a day later through two parallel paths: the meaning in life at night and vitality the next morning. These results provide the first empirical support for the assumption of servant leadership as a promoter of employees' goals, and highlights how servant leadership positively influences the integration of work as part of life and the energy resources of workers to achieve their daily goals.

No abstract

Today, workplace is constantly changing. Organizations are confronted with multiple challenges, brought by continuous change. Facing this situation, organizations have opted for two different types of strategies, either the traditional deficit or problem-solving approach or positive-abundance approach which considers that the goal of the organization is to embrace and enable the highest potential of the organization and its employees. A literature review of the latest advances in positive organizational research was conducted in order to shed light onto two main questions: Are mutual gains for the organization and employees possible? And, what does the evidence shows about the development of theory, research and application of positive approaches? Several keywords and descriptors from positive approaches were used. Finally, 154 articles were reviewed. The results point in favor of the mutual gains but also indicate a lack of theoretical development and the need for further research. Other matters are likewise discussed.

Objectives The Five Facet Mindfulness Questionnaire (FFMQ) is a popular self-report instrument for mindfulness assessment. However, several studies report mixed evidence regarding its reliability and validity. While recent replication studies have shown several issues regarding its latent structure, first-order facets seemed to replicate successfully. This study proposes an exploratory approach to these facets on an item level in one sample, with cross-validation in another sample. Methods Using a snowball sampling, 1008 participants were recruited in the first sample. Psychometric networks were applied to explore relations between items and item clusters. We compared these exploratory latent variable proposals with previous literature. A second sample of 1210 participants was collected from an FFMQ validation study, and confirmatory factor analyses were applied to cross-validate findings on the first sample. Results The FFMQ showed a positively correlated network. Exploratory analyses suggested the 5-facet structure as stable with alternatives of 4-facet (merging Observe and Non-Judging) and 6-facet (splitting Acting with Awareness in two) solutions. However, the CFAs in the second sample did not provide clear support to any solution. Conclusions The FFMQ showed unclear evidence on its latent structure. We propose researchers and users of the FFMQ to use the most fitting solution between the 5 and 6-facet solutions in their data, since the 4-facet solution is difficult to interpret. We also propose cautionary notes and guidelines for researchers and applied users of the FFMQ and regarding this instrument. We conclude that more research is needed in mindfulness assessment to provide robust measurements.