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Compassion fatigue is a type of burnout and secondary traumatic stress reaction in which the necessity to constantly bear the suffering of others at work results in a decline in the ability or interest to empathize (Figley, 1995). Constant exposure to the various difficult situations and dynamic communication scenarios of their clients puts sign language interpreters at risk of developing compassion fatigue. Despite this, there is a dearth of literature on the well-being of sign language interpreters (Zafira et al., 2020). Recent studies recommend the implementation of wellness training programs that can help sign language interpreters cope with burnout (Adigun, 2019) and secondary traumatic stress (Daly & Chovaz), both of which are components of compassion fatigue. This study, thus, determined whether an online education intervention based on the Positive Education approach (PosEd; Seligman & Adler, 2019) and the Self-Determined Learning Model of Instruction (SDLMI; Wehmeyer et al., 2000) could reduce the risk of compassion fatigue among Filipino sign language interpreters. Specifically, the study answered the following research question through a single case experiment: Does an online PosEd intervention based on the SDLMI reduce (the risk of) compassion fatigue, burnout, and secondary traumatic stress among sign language interpreters? Four Filipino sign language interpreters with one to five years of experience participated in the single case experiment, which employed a non-concurrent multiple baseline AB phase design. Throughout the baseline and intervention phases, the CF-Short Scale (Adams et al., 2006) was administered to collect data. During the intervention phase, the participants learned from instructional videos and completed modules based on the SDLMI. Visual analysis and statistical analysis were conducted to determine the results. Descriptive statistical analysis showed that the SLIs were at high risk for burnout but at low risk for secondary traumatic stress and overall compassion fatigue. A visual analysis of the data collected throughout the study indicated a slight yet consistent decrease in burnout, secondary traumatic stress, and compassion fatigue across the participants. Meanwhile, the results of the directional test showed that the intervention was effective in reducing burnout among sign language interpreters. However, the study yielded insufficient evidence that the online education intervention can reduce secondary traumatic stress and overall compassion fatigue. On the whole, the study provides an overview of a possible online learning intervention that can help prevent Filipino sign language interpreters from experiencing burnout and other related indications of compassion fatigue. It extends the application of PosEd and SDLMI approaches in an alternative context and offers a possible model for the conduct of subsequent sign language interpreting courses and training programs.

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Eerder onderzoek heeft reeds het bestaan van spillover en compensatie-effecten aangetoond tussen job tevredenheid en familietevredenheid. Bijgevolg is het van belang om na te gaan welke variabelen dit verband kunnen verklaren en beïnvloeden. Deze studie geeft weer wat het effect is van de feedbackomgeving op familietevredenheid en of deze relatie kan worden verklaard door job tevredenheid en of het beïnvloed wordt door werk-familie conflict. Dit onderzoek trachtte bovendien een uitspraak te doen over de aanwezigheid van spillover of compensatie die de relatie tussen job tevredenheid en familietevredenheid medieert. Het onderzoek is gebaseerd op data verzameld bij 147 werknemers uit verschillende organisaties aan de hand van een elektronisch verspreide vragenlijst. De statistische analyses werden uitgevoerd met behulp van enkelvoudige lineaire regressie en de PROCESS-macro in SPSS (Hayes, 2012). Er werd een positieve relatie gevonden tussen feedbackomgeving en job tevredenheid. Mensen die aangaven een goede feedbackomgeving te ervaren, gaven ook hogere scores aan hun job tevredenheid. De resultaten verleenden geen steun voor de hypothese dat algemene job tevredenheid en familietevredenheid zou relateren. Daarnaast werd geen evidentie gevonden voor de mediatie van job tevredenheid en de mediatie van spillover of compensatie tussen het werk-domein en het niet- werkdomein. Tenslotte oefent werk-familie conflict geen invloed uit op de relatie tussen job tevredenheid en familietevredenheid. Wel werden er verbanden gevonden tussen de verschillende mechanismen (positieve spillover, negatieve spillover, en compensatie) en familietevredenheid. Op basis van deze resultaten doe ik suggesties voor toekomstig onderzoek. Zo maak ik de veronderstelling dat door de veranderende samenleving waarin we leven met grenzen tussen werk en privé die vervagen, mensen toch eerder bewuste strategieën hanteren om met deze uitdaging om te gaan.

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Leaders have an important role and impact in their team and the organization (Dai, De Meuse & Gaeddert, 2011; Buoziute-Rafanaviciene, Šarapovas & Baršauskas, 2011; Goh, Elliott and Quon, 2012). Despite this important role and far-reaching impact leaders can have, there is little knowledge on how leadership onboarding takes place and what the influence of leadership onboarding is on the organization. The existing literature seems to be fragmented on these topics. Furthermore, there is already a considerable amount of literature on onboarding and socialization of new employees but the specific topic of leadership onboarding and how it can contribute to effective leadership seems to be less examined. Although, functional and interpersonal onboarding of new leaders in a team or department encourages building of trust relations (Geys, Connolly, Kassim, and Murdoch (2020). This thesis presents a systematic review on leadership onboarding and aims to provide an overview on research literature of onboarding and socialization of a leader. Furthermore, this review aims to identify specifically what is already known of leadership onboarding in the existing literature and how the process of onboarding affects not only the leader, but also employees and the organization. Moreover, the objective of this review is to explore ways in which organizations can enhance support for new leaders and how new leaders can improve their own performance and the performance of the organization. In order to gain those insights the researchers will focus on understanding the different components of leadership onboarding. Throughout this literature review it became clear that despite the critical role of leader onboarding in the success of organizations, this topic has received relatively little attention in the research literature. What we could conclude is that leader onboarding is a critical process that can significantly impact a leader's effectiveness and the overall success of an organization. Furthermore, it seems to be that a leader goes through different phases to achieve being an onboarded/socialized leader. Integration practices could help a leader through those phases. Additionally, there are several possible influencing factors when it comes to an onboarding process such as role clarity, work context and some individual aspects of a leader. There is a clear need for more empirical studies (meta-analysis and literature reviews) to explore the effectiveness of different onboarding practices and their impact on leadership development, employee engagement, and organizational outcomes.

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Scientific summary Throughout history, leadership has been seen as one of the most important determinants of team effectiveness. In the last decade, a radical shift has occurred away from the traditional emphasis on vertical leadership (i.e., where the leader is positioned hierarchically above the team) towards the idea that leadership should be shared. Such a shared leadership approach implies that leadership not only emanates from the formal leader, but also from team members. However, to date, knowledge on how to optimally implement the different shared leadership implementations in practice is sparse. In the present project, we aim to provide an answer to four important questions when implementing shared leadership: (1) what are the perceived advantages and disadvantages of different shared leadership implementations?, (2) are the peer leadership roles from sports research also valid in organisational teams?, (3) which organisation-specific roles and underlying functions should be fulfilled by formal leaders and peer leaders?, and (4) what are the most important peer leadership roles and functions for different organisational outcomes? To answer these four questions, we brought together our experience in the sport setting (i.e., with respect to the implementation of a shared leadership approach) with the acquired knowledge in the organisational context (i.e., with respect to leadership development). A mixed-method approach was adopted to conduct four empirical studies. Our results suggest that: (1) employees generally see benefits in sharing leadership within the team through different leadership roles, and they consider it important to involve the formal leader throughout this process. However, employees also see challenges with respect to the different implementations that are useful to consider when adopting shared leadership. (2) high-quality peer leadership in different leadership roles is related to performance- and well-being outcomes and team identification mediates these relations. (3) there are 10 formal leadership roles and 10 peer leadership roles. While there is conceptual overlap in some of these roles for both parties, we also identify roles that are considered important to be explicitly fulfilled by either the formal leader or the peer leaders. (4) each of the peer leadership roles is related to positive organisational outcomes, with some of these relations being moderated by team-specific characteristics (e.g., team size).