The Motivation at Work Scale (MAWS) was developed in accordance with the multidimensional conceptualization of motivation postulated in self-determination theory. The authors examined the structure of the MAWS in a group of 1,644 workers in two different languages, English and French. Results obtained from these samples suggested that the structure of motivation at work across languages is consistently organized into four different types: intrinsic motivation, identified regulation, introjected regulation, and external regulation. The MAWS subscales were predictably associated with organizational behavior constructs. The importance of this new multidimensional scale to the development of new work motivation research is discussed.

Purpose: The purpose of this paper is to investigate the relationships between transformational leadership (TL), autonomy support management behaviors and employees’ psychological health. Design/methodology/approach: A total of 512 Canadian workers assessed their immediate supervisor’s level of TL and autonomy support management behaviors. Participants also assessed their own psychological health through measures of psychological well-being and burnout at work. Findings: Results from structural equation modeling indicate that TL is related to employee psychological well-being and burnout. This effect is fully mediated by more specific autonomy support and psychological control management behaviors. These results suggest that autonomy support and psychological control management behaviors may have a more proximal effect on employees’ psychological health than TL does. Also, managers’ leadership and behaviors appear to better predict employees’ psychological well-being at work than employee burnout. Practical implications: Managers with a TL style employ more autonomy support and fewer psychological control behaviors, which makes employees happier and less burned out. Based on these results, leadership training programs would gain to focus on the development of more specific management behaviors among leaders, such as autonomy support, to enhance employees’ psychological health, especially their well-being. Originality/value: This research expands understanding of the relationship between TL and the psychological health of employees by shedding light on the mediating role of autonomy support management behaviors in this relationship.

Managers’ mental health is increasingly a subject of concern. However, organizational interventions to reduce stress and promote mental health do not target managers, but rather employees. Numerous studies report a link between supervisory behaviors and subordinates’ mental health at work, and suggest that developing managers’ behavior is a promising avenue in enhancing subordinates’ mental health at work. Nonetheless, the literature has neglected the role and behaviors of subordinates in the prevention of their managers’ mental health problems. This article presents the results of a qualitative research study that inventories 38 specific work practices (observable behaviors) of subordinates, grouped into 12 competencies. Managers and subordinates identified these work practices as affecting work environmental stressors and promoting managers’ mental health at work. The results also point to a major gap between the specific working practices cited by managers and those cited by subordinates, who generally report practices in a passive way. The theoretical and practical repercussions and implications for organizational intervention and human resource management are discussed.