Resilience in environmental educators

Contemporary environmental issues (such as global warming) can present psychological stress, the effects of which are under-examined. The ability to "bounce back" from stress associated with increasing environmental adversity can be understood as resilience, and can be found in some environmental educators. The following paper examines how veteran environmental educators respond to psychological stress to increasing environmental adversity and describes the experience of resilience. Through in-depth interviews, this hermeneutical study sheds light on the environmental factors and internal competencies that contribute to resilience in seven environmental educators. Additionally, the interaction (known as the person/environment transactional process) between these factors and competencies is explored, providing insight into how the participants construct resilience. Kumpfer's (1999) Resilience Framework provided the organizational framework for the results of this study. Findings suggest ways in which resilience in environmental educators can be supported and offers directions for future research.

Explaining voice behaviour: The roles of personal resources, social interdependence, and supervisor leadership style

This study contributes to current research on voice behaviour by investigating several under-explored drivers that motivate employees’ expression of constructive ideas about work-related issues. It draws from the concept of psychological climate to examine how voice behaviour is influenced by employees’ (1) personal resources (tenacity and passion for work), (2) perceptions of social interdependence (task and outcome interdependence), and (3) supervisor leadership style (transformational and transactional). Using a multi-source research design, surveys were administered to 226 employees and to 24 supervisors at a Canadian-based not-for-profit organization. The hypotheses are tested with hierarchical regression analysis. The results indicate that employees are more likely to engage in voice behaviour to the extent that they exhibit higher levels of passion for work. Further, their voice behaviour is lower to the extent that their supervisor adopts a transformational leadership style characterized by high performance expectations or a transactional leadership style based on contingent rewards and contingent punishment behaviours. The study reveals that there are no significant effects of tenacity, social interdependence, and behaviour-focused transformational leadership on voice. The findings have significant implications for organizations that seek to encourage employee behaviours that help improve current work practices or undo harmful situations.