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The authors investigated the negative consequences of emotional exhaustion for individual employees and their employers. On the basis of social exchange theory, the authors proposed that emotional exhaustion would predict job performance, 2 classes of organizational citizenship behavior, and turnover intentions. In addition, the authors posited that the relationship between emotional exhaustion and effective work behaviors would be mediated by organizational commitment. With only a few exceptions, the results of 2 field studies supported the authors' expectations. In addition, emotional exhaustion exerted an independent effect on these criterion variables beyond the impact of age, gender, and ethnicity.

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Among scholarly researchers, the Utrecht Work Engagement Scale (UWES) is a popular scale for assessing employee or work engagement. However, challenges to the scale's validity have raised major concerns about the measurement and conceptualization of engagement as a construct. Across 4 field samples, we examined 2 measures of engagement, the UWES and the Job Engagement Scale (JES), in both factor structure and patterns of relationships with theoretically hypothesized antecedents and consequences. In a fifth field sample, we examined the construct-level relationships between engagement and related variables, while controlling for sources of measurement error (i.e., item-specific factor, scale-specific factor, random response, and transient). By examining 2 measures, each derived from different theoretical bases, we provide unique insight into the measurement and construct of engagement. Our results show that, although correlated, the JES and UWES are not interchangeable. The UWES, more so than the JES, assesses engagement with overlap from other job attitudes, requiring improvement in the measurement of engagement. We offer guidance as to when to use each measure. Furthermore, by isolating the construct versus measurement of engagement relative to burnout, commitment, stress, and psychological meaningfulness and availability, we determined (a) the engagement construct is not the same as the opposite of burnout, warranting a reevaluation of the opposite-of-burnout conceptualization of engagement; and (b) psychological meaningfulness and engagement are highly correlated and likely reciprocally related, necessitating a modification to the self-role-expression conceptualization of engagement. (PsycINFO Database Record

To advance research on how leaders influence followers and organizational performance, we proposed and tested a multilevel mediation model whereby authentic leaders influence follower fairness perceptions and create a fair climate, which in turn relates to subordinate well-being, turnover intention, and organizational commitment. Survey data from 187 employees, clustered under 37 leaders, were tested using a multilevel structural equation modeling approach. Results show that authentic leaders relate to follower outcomes in part through directly relating to subordinates' perceptions of justice and justice climate. Implications include development of authentic leadership as an actionable strategy for bolstering followers' well-being and performance.