Introduction: This study aimed to explore the time-varying impact of the Mindfulness-Based Stress Reduction (MBSR) program, specifically examining its effects on various variables 3 months, 1 year, and 3 years after program completion. Additionally, the study aimed to identify the barriers and facilitators in maintaining mindfulness practice over time and the preferred mindfulness practices among participants in three distinct time groups.Methods: The study utilized a qualitative research design, conducting semi-structured interviews with 45 participants who had completed the 8-week MBSR program at different time points. Thematic analysis was employed to analyze the qualitative data obtained from the interviews, allowing for the identification of key themes and patterns.Results: The findings revealed that the effectiveness of the MBSR program varied at different times and across different variables. Immediately after completing the program, participants experienced a significant decrease in stress levels and an increase in awareness. One year later, the program continued to have positive effects on inner calm, coping mechanisms, and relationships. Three years after completing the program, its long-term impact was observed in the adoption of a mindful lifestyle, increased compassion and kindness, and ongoing personal growth.Discussion: The study highlights the transformative potential of the MBSR program beyond short-term symptom relief. The long-term effects observed in overall wellbeing emphasize the sustained efficacy of mindfulness-based interventions. The identified barriers and facilitators in maintaining mindfulness practice provide insights for program implementation and individual engagement. By understanding the long-term impact and preferences of participants, tailored interventions can be developed to maximize the benefits of the MBSR program for individuals over time.

A large body of evidence suggests that leadership can be learned, and followers may respond to such learned behavior positively. Indeed, motivation, engagement, health, and wellbeing of employees in an organisation depend on the quality of the managers to a great extent. In this context, managers need to be equipped with the skills and behaviors both to engage and to protect the health and wellbeing of their teams. In this chapter, the theoretical backgrounds of transformational leadership and authentic leadership are explained, and these theories are compared and contrasted with each other. It also discusses how these leadership theories might help to enhance positive psychological abilities and positive attitudes of both leaders and their followers, and how these leadership theories contribute to the development of the management-training programs.

Kişinin işiyle ilgili görev ve ilişkilerine uygulamak üzere yapmış olduğu fiziksel ve bilişsel değişiklikleri ifade eden iş zanaatkârlığı (job crafting) kavramının anlaşılması, bireysel ve örgütsel performans açısından önem arz etmektedir. Bu çalışmada, kavramın tanıtılması ve Türkçe İş Zanaatkârlığı Ölçeği’nin geliştirilmesi hedeflenmiştir. Geliştirilen ölçek vasıtası ile farklı mesleklere mensup çalışanlardan bireysel düzeyde elde edilen veriler IBM SPSS 21 ve LISREL 8.8 programları kullanılarak analiz edilmiştir. Verilere, görünüş geçerliği (n=34), kapsam geçerliği, test-tekrar-test analizi (n=63), iç tutarlılık analizi, keşfedici (n=247) ve doğrulayıcı faktör analizleri (n=688) uygulanmıştır. Son olarak, Türkçe İş Zanaatkârlığı Ölçeği’nin birleşim ve ayrışım geçerliklerinin değerlendirilmesinin ardından ölçek geliştirme süreci tamamlanmıştır.

This chapter aims to elaborate different research methods that can be employed in organizational studies. Since the complex and indivisible relationships between the constructs and nature of the social content about the phenomena can be understood better through qualitative methods, importance of qualitative investigation is mentioned and a detailed explanation of grounded theory data analysis as a qualitative method is provided. Grounded Theory mainly suggests that theory can be discovered in qualitative data. The theory employs a specific method that follows symbolic interactionism in viewing humans as active agents in their own lives who create meaning in the processes of action and interaction. Grounded Theory which deems researchers as active participants in the construction of knowledge leading to generation of theory has been used in organizational research widely. Therefore, the chapter also offers an example of the application of grounded theory by using several extracts from the sample transcripts of interviewees.