Purpose: The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset.Design/methodology/approach: The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands.Findings: In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset.Originality/value: The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.

The purpose of this study is twofold: First, it discusses and derives personality types based on Big Five traits. Second, it compares their associations with career success. After deriving both a statistical and content‐wise meaningful two‐type solution referring to a resilient and a distressed profile, the explanatory value for both objective (i.e., promotions and income) and subjective career success (i.e., self‐reported career success and career satisfaction) is tested for both traits and types. For objective career success, only traits appeared to be relevant predictors. For subjective career success, types appeared to have explanatory value as well, next to traits. This study concludes with a short discussion of its implications and possible further research avenues.

Professional truck drivers are prone to both physical and psychological stress. Such stress can lead to burnout. Drawing on Job Demands Resources literature and stress research, we investigate the relationship between job related role stressors and three components of burnout, among professional truck drivers who are based in the Netherlands. They were surveyed with a time-lagged design (interval of two months). In the first wave, the different potential causes of burnout were measured (role conflict, role ambiguity, quality of sleep, and the perceived emotional intelligence of the dispatcher). In the second wave, the three elements of burnout were measured: emotional exhaustion, depersonalization, and low personal accomplishment. The results of our study indicate that role conflict relates positively to all three components of a burnout. The emotional intelligence of the dispatcher—as perceived by the truck drivers—was negatively related with the three components of a burnout. Finally, the quality of sleep had an impact on depersonalization and emotional exhaustion. Theoretically, several job specific role stressors are confirmed to play a role in truck driver burnout. However, the top three role stressors all appeared to be related to the trucking industry, instead of a particular employer, and they may therefore require national policy measures.

Purpose: Sustainable employability is an important goal for individuals and organizations alike. However, scarce knowledge is available on possible cross-lagged relations of resilience among police officers and different aspects of their sustainable employability over time. Based on assumptions of COR theory, the purpose of this paper is to test these relations in a two-wave design.Design/methodology/approach: A total of 532 police officers participated in a time-lagged survey design (time interval of six months) concerning their resilience and relevant aspects, i.e., self-reported vitality, workability and organization-reported individual absenteeism rates. Data were analyzed with structural equation modeling.Findings: Results indicate cross-lagged effects between resilience and vitality with an acceptable model fit. Thus, the level of resilience at T1 affected the level of vitality at T2 and vice versa. In addition, a nearly significant negative effect of vitality on T1 was found on absenteeism on T2.Research limitations/implications: More measurements over time are needed to test reciprocal relations and possible gain spirals. Different samples are needed to assess generalizability. Cross-lagged effects may indicate a reciprocal relation between resilience and vitality that can be further facilitated.Practical implications: For example, resilience can be addressed explicitly in training.Originality/value: This study is the first to test the cross-lagged relations between resilience and indicators of sustainable employability among police officers. It is important to further study this for the sake of both police officers, as well as society as a whole.

Purpose: Adequate recovery from burnout is important to understand. The purpose of this paper is to investigate whether post-traumatic growth (PTG) contributes to higher engagement and reduced symptoms of burnout and whether this process is mediated by personal resources.Design/methodology/approach: In a cross-sectional survey, 166 Dutch workers who had fully recovered from burnout were questioned on their level of PTG, their personal resources (optimism, resilience and self-efficacy), and their levels of engagement and burnout.Findings: Fully recovered workers scored somewhat higher on current burnout level, but did not differ from norm group workers in their engagement level. Moreover, PTG appeared to positively affect both higher engagement and lower burnout levels, which is fully mediated by personal resources.Research limitations/implications: Post-traumatic growth (PTG) impacts on engagement and burnout levels amongst workers who have recovered from burnout by enhancing personal resources. The role of personal resources and the impact of PTG on engagement and burnout complaints following (recovery from) burnout deserve further investigation.Practical implications: Management can support workers who have (recovered from a) burnout, by being aware of their (higher) engagement, and facilitate the enhancement of PTG and personal resources.Originality/value: This study is one of the first to study the role of PTG after (recovery from) burnout and reveals valuable findings for both research and practice.