In this article, we develop and empirically test a model of antecedents of organizational counterproductive work behavior (CWB-O) specifying work engagement and emotional exhaustion as mediators of the relationship between leader–member exchange (LMX) and CWB-O. Our results show (a) that the relationship between LMX and organizational CWB-O is partially mediated by work engagement and (b) that the relationship between work engagement and CWB-O is partially mediated by emotional exhaustion. We discuss our findings and their implications for research and practice.

Introduction: the choice of strategies to cope with stress has differential effects on individual and organizationaloutcomes (e.g. well-being and performance at work). This study examined to what extent individuals differing intheir positive psychological resources (optimism, hope, self-efficacy and resilience) implement different strategiesto cope with stress in terms of change, acceptance, or withdrawal from a source of stress in an organizationalsetting.Method: A questionnaire was filled out by 554 employees from different organizations representing a wide rangeof jobs and positions.Results: Structural Equation Modeling (SEM; c2(7) = 27:64, p < :01, GFI = :99, NFI = :91, CFI = :93,RMSEA = :07)Conclusion: the results indicated that psychological resources (optimism, hope, self-efficacy and resilience) werepositively related to coping by change and by acceptance and negatively related to withdrawal. The theoreticalimplications are discussed.

The purpose of this paper is to bring conceptual clarity to the heavy work investment (HWI) construct while building a model based on a review of extant empirical and theoretical research and to encourage further discussion and investigations regarding the nature of HWI, specifically its individual level antecedents, dimensions, and outcomes for both the employee and the organization. The proposed theoretical framework builds upon the Job Demands–Resources model and conceptualizes HWI on a continuum of workaholism and work engagement. Specific propositions for the antecedents and outcomes of the HWI continuum are developed. The paper ends with a discussion of future research directions.