All Stories

  1. ‘Same, but different’: A mixed-methods realist evaluation of a cluster-randomized controlled participatory organizational intervention
  2. Leadership in occupational health psychology
  3. Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward
  4. Leading well is a matter of resources: Leader vigour and peer support augments the relationship between transformational leadership and burnout
  5. Out of mind, out of sight? Leading distributed workers to ensure health and safety
  6. IGLOO: An integrated framework for sustainable return to work in workers with common mental disorders
  7. Out of sight and out of mind? A literature review of occupational safety and health leadership and management of distributed workers
  8. Implementing enhanced recovery pathways: a literature review with realist synthesis
  9. Using kaizen to improve employee well-being: Results from two organizational intervention studies
  10. What works for whom in which circumstances? On the need to move beyond the 'what works? question in organizational intervention research
  11. The relationship between transformational leadership and follower sickness absence: the role of presenteeism
  12. Does Group-Level Commitment Predict Employee Well-Being?
  13. Resource
  14. Perspectives on Randomization and Readiness for Change in a Workplace Intervention Study
  15. Assessing and Addressing the Fit of Planned Interventions to the Organizational Context
  16. The thin line between work and home: The spillover and crossover of daily conflicts
  17. A Sound Change
  18. How do Workers with Common Mental Disorders Experience a Multidisciplinary Return-to-Work Intervention? A Qualitative Study
  19. Opening the black box: Presenting a model for evaluating organizational-level interventions
  20. Organizational interventions: A research-based framework for the evaluation of both process and effects
  21. Participatory Intervention from an Organizational Perspective: Employees as Active Agents in Creating a Healthy Work Environment
  22. Dismissals ^|^mdash; A Major Concern, but Only One among Others?
  23. The development and validation of a job crafting measure for use with blue-collar workers
  24. Does shared and differentiated transformational leadership predict followers' working conditions and well-being?
  25. The importance of employee participation and perceptions of changes in procedures in a teamworking intervention
  26. Job Crafting Measure
  27. Under which conditions do middle managers exhibit transformational leadership behaviors? — An experience sampling method study on the predictors of transformational leadership behaviors
  28. Developing New Ways of Evaluating Organizational-Level Interventions
  29. Organizational interventions: Issues and challenges
  30. The future of organizational interventions: Addressing the challenges of today's organizations
  31. Conducting organizational-level occupational health interventions: What works?
  32. Flow Scale
  33. Transformational leadership and depressive symptoms: A prospective study☆
  34. How do transformational leaders influence followers' affective well-being? Exploring the mediating role of self-efficacy
  35. Managers' Active Support when Implementing Teams: The Impact on Employee Well-Being
  36. Does self-efficacy mediate the relationship between transformational leadership behaviours and healthcare workers’ sleep quality? A longitudinal study
  37. The Influence of Employer Support on Employee Management of Chronic Health Conditions at Work
  38. About the Author
  39. Developing a Framework for the 'Why'in Change Outcomes: The Importance of Employees' Appraisal of Changes
  40. Intervention Process Measure
  41. The development of five scales to measure employees’ appraisals of organizational-level stress management interventions
  42. The importance of transformational leadership style for the well-being of employees working with older people
  43. The effects of transformational leadership on followers’ perceived work characteristics and psychological well-being: A longitudinal study
  44. Participants' appraisals of process issues and the effects of stress management interventions
  45. Success or failure? Interpreting and understanding the impact of interventions in four similar worksites
  46. Engaging Middle Managers: Activities and Resources Which Enhance Middle Manager Engagement
  47. The importance of fitting organizational intervention to the context
  48. The impact of intervention-context fit on intervention outcomes
  49. Towards healthy organizational change: Presenting a model for improving health and well-being in today's organizations
  50. Premerger mental health and change in job position during merger as predictors of postmerger psychotropic medication
  51. Tailoring screening to the local context: The experiences of participants using a tailored questionnaire to develop initiatives to improve working conditions