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Workaholism and overcommitment are often used as interchangeable constructs describing an individual’s over-involvement toward their own job. Employees with high levels in both constructs are characterized by an excessive effort and attachment to their job, with the incapability to detach from it and negative consequences in terms of poor health and job burnout. However, few studies have simultaneously measured both constructs, and their relationships are still not clear. In this study, we try to disentangle workaholism and overcommitment by comparing them with theoretically related contextual and personal antecedents, as well as their health consequences. We conducted a nonprobability mixed mode research design on 133 employees from different organizations in Italy using both self- and other-reported measures. To test our hypothesis that workaholism and overcommitment are related yet different constructs, we used partial correlations and regression analyses. The results confirm that these two constructs are related to each other, but also outline that overcommitment (and not workaholism) is uniquely related to job burnout, so that overcommitment rather than workaholism could represent the true negative aspect of work drive. Additionally, workaholism is more related to conscientiousness than overcommitment, while overcommitment shows a stronger relationship with neuroticism than workaholism. The theoretical implications are discussed.
This paper presents a follow-up study of Markovits et al.’s (2014) comparison of large samples of Greek employees before and at the onset of the economic crisis. Now at the crisis’ peak, we again sampled data from 450 employees about their job satisfaction, organizational commitment, regulatory focus, and burnout. Overall, compared to the two samples before, employees’ job attitudes further decrease with lower normative and higher continuance commitment, lower (extrinsic and intrinsic) job satisfaction and both lower promotion and (somewhat surprisingly) even lower prevention orientation. Expanding previous studies, results show that satisfaction and commitment are also related to burnout and that those participants who are currently employed but had experienced personal unemployment during the crisis showed more negative attitudes and higher burnout.
Bislang existieren kaum (musik-)psychologische Studien, welche die gesundheitliche Situation von Berufssänger/innen adressieren. Mit N = 313 Teilnehmenden handelt es sich bei der hier vorgestellten Forschungsarbeit um eine der bislang größten Studien, in welcher gesundheitspsychologische Aspekte bei Profisänger/innen untersucht wurden. Es konnte gezeigt werden, dass die Sänger/innen trotz hoher beruflicher Belastungen in 16 von 27 Burnout-Kennwerten niedrigere Werte aufweisen als die Personen der repräsentativen Vergleichsstichprobe. Bei den elf anderen Burnout-Kennwerten zeigte sich kein statistisch signifikanter Unterschied zwischen den beiden Gruppen. Mit den in den Regressionsanalysen berücksichtigten Prädiktoren lassen sich bis zu 40 Prozent des Kriteriums Burnout erklären. Als aussagekräftigste Prädiktoren konnten die Variablen Erholungskompetenz, Optimismus und Pessimismus identifiziert werden. Perfektionismus als unter Musiker/innen häufig stark ausgeprägte Persönlichkeitseigenschaft trug wider Erwarten kaum zur Vorhersage der Burnout-Ausprägungen der Berufssänger/innen bei. Für präventive und rehabilitative Maßnahmen mit Profisänger/innen lässt sich aus den Befunden mit Blick auf eine (potenzielle) Burnout-Erkrankung die Empfehlung ableiten, sich eher auf die Ressourcen der Musiker/innen (Erholungskompetenz, Optimismus) zu konzentrieren und weniger auf deren scheinbare Defizite (Perfektionismus).
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = −0.132; 2020/2021, b = −0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a “too-much-of-a-good-thing” effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.