The Spanish journal of psychology
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In the midst of the COVID-19 epidemic, Spain was one of the countries with the highest number of infections and a high mortality rate. The threat of the virus and consequences of the pandemic have a discernible impact on the mental health of citizens. ⋯ Specifically, our findings revealed that high levels of anxiety about COVID-19, increased substance use and loneliness as the strongest predictors of distress, while gross annual incomes and loneliness were strongest predictors of well-being. Finding of the present study provide a better insight about psychological adjustment to a pandemic and allows us to identify which population groups are at risk of experiencing higher levels of distress and which factors contribute to greater well-being, which could help in the treatments and prevention in similar stressful and traumatic situations.
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The study aims to test how the association between leader's centrality (outdegree and betweenness) in the group network, considering both workflow and friendship ties between leader and members, and the perception of team performance is mediated by the leader's satisfaction with the team. The research included a total of 74 formal leaders of organizational teams from several organizations. Total, direct and indirect effects were calculated through the estimation of an OLS regression-based mediation model, controlling for team size. ⋯ Also, both leader´s outdegree and betweenness centrality levels in the friendship network were shown to have a positive effect on leader's assessment of team performance through leader's satisfaction with the team. Overall, findings point to the negative effects of leader's centrality in the workflow team network and the positive effects of leader's centrality in the friendship team network on his/her attitudes toward the team. The effects of the more or less central position of the leader within each of the group networks are discussed.
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Managers are installed by the organization's stakeholders and shareholders to increase the organization's value; at the same time, they depend on their subordinates' acceptance to fulfill this leadership role. If the interest of the organization collides with the interest of their team, some managers act in the interest of their followers accepting potential disadvantages for their organizations and/or external stakeholders. In two experimental studies comprised mainly of German (N = 111) and US (N = 323) managers, we examined combined effects of authentic leadership, organizational identification, and self-perceived team prototypicality on managerial integrity operationalized as expressing work-related concerns to prevent organizations from harm (i.e., managerial voice). ⋯ Furthermore, organizational identification increased voice for managers' low in authentic leadership pointing at a compensation effect. Finally, leader team prototypicality decreased the effect of identification on voice for managers high in authentic leadership but increased voice for managers low in authentic leadership, but only if these managers identified with their organization. In sum, our findings complement prior research that focused mainly on safety and instrumentality concerns by emphasizing the relevance of self-related antecedents of managerial voice.
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Despite the fact that literature regarding the implications of envy in the work environment has generated growing interest in recent years, the role of malicious and benign envy in the workplace has scarcely been studied. Therefore, the present study, using an experimental design, N = 213 (140 female and 73 male; Mage = 31.05, SD = 10.01; range from 18 to 68), aims to examine the effects of malicious (vs. benign) envy on perceived injustice, negative emotions, and the individual tendency to express counterproductive work behaviors. ⋯ Additionally, we found that perceptions of injustice and negative emotions mediated the effect of malicious (vs. benign) envy on the inclination to express counterproductive work behaviors (Indirect Effect (IE) = .227, SE = .064, 95% CI [.127, .386]. Finally, these findings and their possible implications are discussed.
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To analyze the mediation effect of perinatal health on the association between prenatal depressive symptoms and postpartum depressive symptoms 180 women filled the Edinburgh Postnatal Depressive Scale (EPDS) at 35 weeks of gestation and two months after childbirth. Perinatal health data was collected during the first 4 days after childbirth, using the Optimality Index. 25.6% of the mothers-to-be presented clinically significant depressive symptoms, and of these, 80.4% still show clinically significant depressive symptoms at 2-months postpartum. ⋯ Mothers-to-be with prenatal depressive symptoms seem to be at risk for postnatal depression, even when perinatal health is not compromised. This highlights the importance of early screening of prenatal depressive symptoms in order to promote an early intervention on women's mental health, leading to a better transition to parenthood and to a decrease of the burden of this public health problem on children and families.