Intrapersonal and interpersonal need fulfillment at work: Differential antecedents and incremental validity in explaining job satisfaction and citizenship behavior

Previous work on need fulfillment focused on the evaluation and consequences of the psycho- logical benefits that employees derive from work, but has not fully considered the socioemotional benefits that employees acquire from working relationships. In this study, we introduce inter- personal need fulfillment as a distinct potential benefit that employees can derive from work that captures their appreciation for opportunities to connect and relate to others at work. We establish the distinctiveness of intrapersonal and interpersonal need fulfillment by identifying unique antecedents as well as show their independent contributions in predicting job attitudes and be- haviors. We argue that consideration of perceptions of both intrapersonal and interpersonal need fulfillment allows for a more holistic assessment of the benefits that employees derive from work and for a better understanding of how employees' perceptions regarding the inducements that they receive at work affect their job attitudes and behavior. We conclude by discussing theoretical and practical implications and by outlining a number of venues for future research.Coherent privaatrech

Leader and Employee Well-Being: Identifying Strategies and Overcoming Barriers

Supporting employee well-being is increasingly critical not only for attracting and retaining employees, but also for encouraging performance. Yet, many leaders and organizations are ill-equipped to effectively foster well-being. This symposium brings together stellar junior and senior academics who will present novel research insights on how to promote and support workplace well-being. Specifically, the set of papers included in the symposium challenge erroneous assumptions about well-being, such as whether and how disclosure of mental health challenges backfires, or whether employees should be solely responsible for maintaining their well-being. Moreover, the papers explore a critical yet often overlooked challenge around workplace well-being, namely, how the well-being of leaders is as, if not more important for supporting the well-being of those they lead. Taken together, this symposium underscores the importance of overcoming barriers to workplace well-being and offers research-driven solutions for protecting the well-being of both leaders and employees