Recent research suggests that perceived economic threat constitutes a valid predictor of people’s attitudes and behaviors. While accumulated empirical evidence has mostly underlined the deleterious psychological effects (e.g., reduced psychological well-being) of perceived economic threat in times of economic strain, we postulate that individuals experiencing higher economic threat linked to the Spanish economic crisis are more prone to engage in other-beneficial prosocial behavior. Across two independently collected community samples, we tested this theoretical formulation and examined the potential mediating roles of empathic concern (Studies 1 & 2) and identification (Study 2). Study 1 (N = 306) revealed that participants who descended in the social scale due to the negative national economic context were engaged in a larger number of helping behaviors over the last three months compared to participants who did not descend the social ladder—independently of several sociodemographic and ideological factors. Moreover, our data indicated these effects were driven by increased empathic concern. Study 2 (N = 588), in which two hypothetical helping-behavior scenarios were randomly administered (crisis-related vs. control), showed that participants under high perceived financial threat exhibited an undifferentiated pattern of prosociality. However, moderated-mediation analyses indicated that empathic concern explained the perceived financial threat-helping behavior link in the hypothetical crisis-related scenario but not in the hypothetical control scenario. Together, these findings extend prior literature on the psychosocial effects of perceived economic threat and the determinants of other-oriented behavior. Implications of these findings and suggestions for further research are discussed.

Although prior research has extensively examined the association of emotional intelligence (EI) with various job attitudes (e.g., job satisfaction), empirical and systematic investigation of this link within military institutions has captured considerably less attention. The present research analyzed the relationship between EI, teamwork communication, and job satisfaction among Spanish military cadets. We tested the potential unique contribution of EI to job satisfaction over and above demographics (i.e., gender and age), proactive personality, and resilience. Moreover, we also examined whether EI was indirectly linked to job satisfaction via its relationship with teamwork communication. A sample of 363 cadet officers of the Spanish General Military Academy completed questionnaires assessing EI, teamwork communication, proactive personality, resilience, and job satisfaction. Hierarchical regression analysis revealed that EI exhibited incremental variance (ΔR² = 5.2%) in predicting job satisfaction (B = 0.539, 95% CI [0.306,0.771]) even after accounting for demographics, proactive personality, and resilience. Additionally, mediation analysis showed that the association of EI with job satisfaction was partially driven by enhanced teamwork communication. This research provides empirical evidence suggesting a pathway (i.e., effective teamwork communication) through which EI could help military cadets to experience higher job satisfaction. Implications for future academic programs including EI and teamwork communication to promote positive job attitudes among military personnel are discussed.

Purpose: This paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approach: Servant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.Findings: The results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implications: The study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/value: This study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.