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The purpose of this study is to examine the effects of colleague and supervisor support on work engagement, examining the mediating role of possibilities for professional development in a healthcare setting.

A cross-sectional survey design was used. A sample of 253 Colombian nurses from a private hospital completed a series of questionnaires.

According to the results, support from both colleagues and supervisors influences the work engagement of healthcare personnel. This research provides evidence about how to encourage work engagement in nursing staff through an adequate environment characterized by support and opportunities for career advancement.

In this study, a cross-sectional design was used; therefore, the generalization is limited, and it is not possible to infer causality.

Providing certain conditions can promote not only work engagement with its desirable effects, but it may also mitigate the burden of a complex environment such as healthcare.

El propósito de este estudio es examinar los efectos del apoyo del colegas y supervisores sobre el compromiso laboral, examinando el rol mediador de las posibilidades de desarrollo profesional en un contexto de salud.

Se utilizó un diseño transversal. Una muestra de 253 enfermeras colombianas de un hospital privado completaron una serie de cuestionarios.

De acuerdo con los resultados, el apoyo tanto de los compañeros como de los supervisores influye en el compromiso laboral del personal de enfermería Esta investigación proporciona evidencia sobre cómo fomentar la participación laboral en el personal de enfermería a través de un entorno adecuado caracterizado por el apoyo y las oportunidades para el desarrollo profesional.

proporcionar ciertas condiciones puede promover no solo el compromiso laboral con sus efectos deseables, sino que también puede mitigar la carga laboral de un entorno complejo como lo es el de atención en salud.

En este estudio se utilizó un diseño transversal, por lo que la generalización es limitada y no es posible inferir causalidad.

The purpose of this paper is to reconceptualize the theory of planned behaviour (TPB) in the light of social cognitive theory to investigate the role of social capital, specifically the leadership skill as a social capital generating influence in the formation of entrepreneurial intentions.

A new conceptualization of TPB is proposed to allow the impact of bonding and bridging cognitive social capital to be mediated by TPB constructs of perceived desirability and feasibility of entrepreneurship. Hypotheses are developed related to leadership skills, family background and social norms as external and internal indicators of social capital, and tested on primary data from 322 student respondents in a Colombian business school.

Leadership skills, indicative of bridging cognitive social capital, are found to be strongly and significantly associated with entrepreneurial intentions through the mediating role of the core TPB constructs. Evidence for the role of bonding social capital through measures of the social acceptability of entrepreneurship and family background is mixed, and in the case of family background no indirect association with intentions is found.

Although the Latin American context would suggest significant population variation in personal and background resource, there is relatively little variation across this sample, particularly in terms of family background. Thus, rates of graduate entrepreneurship may relate more closely to constraints acting on entry into higher education than on other background characteristics, and therefore future work in similar contexts ought to be conducted across a wider socio-economic sample.

Opportunities to develop and enhance student perception of leadership ability through either education or experience might improve levels of graduate entrepreneurship, alongside traditional activities to raise self-efficacy and perceived salience of entrepreneurship.

Student leadership skills have rarely been addressed in the context of entrepreneurship development. This paper highlights the relevance of this in a developing economy context.

This chapter aims to analyze sustainability from the perspective of the employees' well-being. In this regard, the concepts of social sustainability and sustainable development objectives are reviewed in the frame of Sustainable Development Goals (SDGs), specifically those related to well-being, gender equality, and decent work. Furthermore, the relationship between employees' well-being and performance is discussed. In addition, the psychology of sustainability and its contribution to sustainable well-being at work are analyzed. This study highlights the relevance of social factors such as psychological well-being, equity, opportunities for participation, inclusion, and diversity for achieving the creation of value through social sustainability. All these social factors acquire even more relevance in times of crisis as the current COVID-19 pandemic. Finally, some conclusions and further directions are presented.

The COVID-19 pandemic has become threatening for economies, causing recession and increased unemployment rates. Many employees in the sectors affected by the crisis face the risks of losing their jobs, getting on unpaid leave, and decreasing their weekly working hours. Various governments including the Turkish government have started struggling with unemployment and embraced macro level measures including support for SMEs, wage subsidies, and new working models. At the micro level, implementation of flexible working methods has been encouraged and has increased with respect to scope and scale. Both governments and companies tried their best to ensure business continuity and prevent unemployment. Actually, business continuity has gained great importance for ensuring sustainability and minimizing the effects of the pandemic. However, previous studies have revealed that approximately 25% of companies all over the world have a continuity plan. This chapter aims to examine the effects of the pandemic and macro level and micro level measures taken by Turkish authorities to mitigate the effects of the pandemic on employment rates and business continuity, thus providing insight into crisis management through a real experience. This study also attempts to explain how Turkish authorities can contribute to the Sustainable Development Goals (SDGs) through pandemic measures and teleworking.

The accelerating need for sustainable development across the globe has put firms under great pressure to play their role in social sustainability by working on several objectives. Among them, the demand for a highly resilient and engaged workforce to sustain their competitive edge is at the forefront. Despite noted literature revolving around work engagement, there is a lack of research investigating the effect of sustainable leadership on employee resilience and work engagement. The current epidemic (COVID-19) brings many challenges for organizations. In these times of uncertainty, sustainable leaders provide the basis for achieving the human dimension of sustainability by fostering and cultivating a vision across the employees that enables the organizations to work positively for their well-being, enhancing their ability to be resilient and engaged in their work. The present chapter has two broad aims, first to give a comprehensive review of our present understanding of work engagement, that is, the conceptualization, operationalization, and prediction of work engagement; and the second part outlines the interventions that may facilitate the sustainability of work engagement in times of uncertainty. The study suggests that sustainable leadership and the ability of resilience enables employees to overcome their experience of fluctuating levels of engagement. It is established that in the uncertainties of an epidemic, the construct of work engagement with its antecedents and consequences has its theoretical and practical implications for academicians as well as for industry.

Achieving sustainable development in heart-wrenching milestone in the face of the current pandemic (COVID-19) situation is becoming a key factor for competitiveness of organizations. Human Resource Development professionals are deemed to be in an ideal position to facilitate the organizational sustainable development by bringing about contextual changes in the workplace and by changing the behavioral patterns of employees. The COVID-19 pandemic has engendered the disruption across societies, raising challenges for the organizations besides other institutions to play their imperative role for a sustainable development pathway. One such way of striving by organizations would be to embark among employees a spark of bringing a change among its employees from being self-centered to societal-oriented by instilling among them the kindle of DSIW (Desire to have Significant Impact through Work). It is the desire of making substantial impact toward society and others' lives, which is evoked under ethical leadership and perceived ethical Corporate Social Responsibility (CSR). Thus, we have identified the underpinning values of being an ethical leader in wake of contributing toward the Sustainable Development Goals (SDGs) toward bringing a societal perspective among employees by infusing the altruistic desire, that is, DSIW among employees. This chapter is broadly divided into two main sections. The first section highlights the contextual settings and the underlying mechanisms that lead to DSIW. The second section draws the attention toward the implication of DSIW for employees in bringing about social change with respect to sustainability, social well-being, as well for the sustainable development of organizations and for positive socioeconomic consequences.

Nowadays, fast and unpredictable changes are common in most countries. Organizations are trying to survive in an environment that shows obvious signs of wear and tear. At the same time, sustainability has been arousing an obvious interest for years, in both the business and academy fields. The global perspective of the sustainable phenomenon as well as the objectives and goals to be achieved have turned into the Agenda for Sustainable Development, with the horizon set in 2030. This chapter is part of SDG 9, which proposes innovation as a means to contribute to sustainability and create wealth in nations; thus, sustainable innovation constitutes a basic and growing paradigm, which makes it possible to achieve SDG 9. Furthermore, the impact that the COVID-19 pandemic has had on companies and their way of innovation managing is exposed. Finally, guidelines are proposed so that organizations can be more responsible and sustainable.

Employees as citizens and companies as part of our society have to deal with the implications of grand challenges such as the global climate change or the COVID-19 pandemic in this turbulent twenty-first century. Internal versus external Corporate Social Responsibility (CSR) acquires an integrative element of sustainable business strategies. Human Resource Management (HRM) contributes by defining modern internal Workplace CSR concepts for supporting sustainable business strategies. The focus of the sustainable HRM strategy is the employees as the key asset of companies, applying especially to those who are particularly talented as future leadership successors and CSR ambassadors. On the basis of the current Green HRM and Workplace CSR review, theoretical and practical implications are concluded to foster Workplace CSR strategy as part of a modern working culture and an integrative HRM frame. The COVID-19 pandemic as an accelerator of Green and social transformation is also discussed in the context of this sustainable HRM framework.