text:
Q: Add Label To WPF user Control That sits by the image. all labels are crowded to the left of the Canvas.I am using some example code for Windows 7 to have an application manipulate images. What I'd like to do is add a label to the bottom of the image. The program generates images on the fly.
Here is the XAML representing the usercontrol for the Picture:
    <UserControl x:Class="DocumentHandlingTouch.Picture"
xmlns="http://schemas.microsoft.com/winfx/2006/xaml/presentation"
xmlns:x="http://schemas.microsoft.com/winfx/2006/xaml">
<StackPanel>
    <Image Source="{Binding Path=ImagePath}" Stretch="Fill" Width="Auto" Height="Auto" RenderTransformOrigin="0.5, 0.5">
    <Image.RenderTransform>
        <TransformGroup>
            <RotateTransform Angle="{Binding Path=Angle}"></RotateTransform>
            <ScaleTransform ScaleX="{Binding Path=ScaleX}" ScaleY="{Binding Path=ScaleY}"></ScaleTransform>
            <TranslateTransform X="{Binding Path=X}" Y="{Binding Path=Y}"/>
        </TransformGroup>
    </Image.RenderTransform>
</Image>
<Label VerticalAlignment="Bottom" x:Name="thelabel"/>

Here is a portion of the picture control:
 public partial class Picture : UserControl
{
    public Label label;
    public Picture()
    {
        InitializeComponent();
        DataContext = this;
        label = new Label();
    }

    public string ImagePath
    {
        get { return (string)GetValue(ImagePathProperty); }
        set { SetValue(ImagePathProperty, value); }
    }
}

and this is the code that creates the picture:
 Picture p = new Picture();
 p.ImagePath = path.ToString();
 p.label.Content = p.ImagePath;

This is not working for me because it doesn't really create a label where I can set text on it.
Am I going about this wrong?
i have posted the code out on OneDrive(http://1drv.ms/1zQy3Or) in case I am not representing this well enough

A: As @Ganesh states, it is probably better just to bind to a string.
Just knocked up somthing that might help. There are many ways to do the binding, but this definitely works.
XML
    <Window x:Class="WPF.Window2"
        xmlns="http://schemas.microsoft.com/winfx/2006/xaml/presentation"
        xmlns:x="http://schemas.microsoft.com/winfx/2006/xaml"
        Title="Window2" Height="300" Width="300"
        x:Name="ViewRoot">
    <Grid>
      <!-- Do image stuff here.-->
      <!-- Put label in appropriate position -->
    <Label Content="{Binding ElementName=ViewRoot, Path=MyLabel}"></Label>
  </Grid>
</Window>

And Code Behind
using System;
using System.Collections.Generic;
using System.Linq;
using System.Text;
using System.Threading.Tasks;
using System.Windows;
using System.Windows.Controls;
using System.Windows.Data;
using System.Windows.Documents;
using System.Windows.Input;
using System.Windows.Media;
using System.Windows.Media.Imaging;
using System.Windows.Shapes;

namespace WPF
{
    /// <summary>
    /// Interaction logic for Window2.xaml
    /// </summary>
    public partial class Window2 : Window
    {
        public Window2()
        {
            InitializeComponent();
            this.MyLabel = "Hello";
        }

        public string MyLabel
        {
            get { return (string)GetValue(MyLabelProperty); }
            set { SetValue(MyLabelProperty, value); }
        }

        // Using a DependencyProperty as the backing store for MyLabel.  This enables animation, styling, binding, etc...
        public static readonly DependencyProperty MyLabelProperty =
            DependencyProperty.Register("MyLabel", typeof(string), typeof(Window2), new PropertyMetadata(""));

    }
}

Hope this helps

A: Whenever I see DataContext = xxxx inside a UserControl, alarm bells go off in my head. Don't do this, please. One of the biggest benefits of WPF/XAML is the separate UI and data layers, and by doing this you are forcing a specific UI-only data layer on a component, which always seems to cause problems in the future because now you can't use any other data with your UserControl.
But I suspect you are not seeing a label on your UI because you haven't actually added it to the UI anywhere.
For example, here's some XAML that places both a TextBlock and Image inside a panel.
<StackPanel>
    <Image Source="{Binding ImagePath}" />
    <TextBlock Text="{Binding ImagePath}" />
</StackPanel>

If you really wanted, you could create this via code behind too.
As for the bindings, do you really need a custom UserControl for this? It seems like something a Template would be fine for too.
<ItemsControl ItemsSource="{Binding MyCollectionOfStrings}">
    <ItemsControl.ItemTemplate>
        <DataTemplate>
            <StackPanel>
                <Image Source="{Binding }" />
                <TextBlock Text="{Binding }" />
            </StackPanel>
        </DataTemplate>
    </ItemsControl.ItemTemplate>
</ItemsControl>

If you did really want a UserControl, I would create a DependencyProperty of type string for your ImagePath, and bind that to both your Image and Label properties.
<UserControl x:Class="MyNamespace.MyPictureControl"
             x:Name="PictureControl">
    <StackPanel>
        <Image Source="{Binding ImagePath, ElementName=PictureControl}" />
        <TextBlock Text="{Binding ImagePath, ElementName=PictureControl}" />
    </StackPanel>
</UserControl>

public partial class MyPictureControl : UserControl
{
    public MyPictureControl()
    {
        InitializeComponent();
    }

    public static readonly DependencyProperty ImagePathProperty =
        DependencyProperty.Register("ImagePath", typeof(string), typeof(MyPictureControl), new PropertyMetadata(null));

    public string ImagePath
    {
        get { return (string)GetValue(ImagePathProperty); }
        set { SetValue(ImagePathProperty, value); }
    }
}

Then anyplace that wants to use this control can either set or bind the ImagePath property
<local:MyImageControl ImagePath="C:\someImage.jpg" />
<local:MyImagecontrol ImagePath="{Binding SomeString}" />

A: I have tried to create a usercontrol. Please refer the below code.
<UserControl x:Class="DatagridRow_Learning.Picture"
         xmlns="http://schemas.microsoft.com/winfx/2006/xaml/presentation"
         xmlns:x="http://schemas.microsoft.com/winfx/2006/xaml"
         xmlns:mc="http://schemas.openxmlformats.org/markup-compatibility/2006"
         xmlns:d="http://schemas.microsoft.com/expression/blend/2008"
         mc:Ignorable="d"
         d:DesignHeight="300" d:DesignWidth="300">
<StackPanel>
    <Image x:Name="image"/>
    <TextBlock x:Name="imageName"/>
</StackPanel>

public partial class Picture : UserControl
{
    public Picture()
    {
        InitializeComponent();
    }

    public string ImagePath
    {
        get { return (string)GetValue(ImagePathProperty); }
        set { SetValue(ImagePathProperty, value); }
    }

    public static readonly DependencyProperty ImagePathProperty =
        DependencyProperty.Register("ImagePath", typeof(string), typeof(Picture), new PropertyMetadata(string.Empty, new PropertyChangedCallback(ImagePathCallBack)));

    private static void ImagePathCallBack(DependencyObject obj, DependencyPropertyChangedEventArgs args)
    {
        Picture pic = obj as Picture;
        pic.image.Source= new BitmapImage(new Uri((string)args.NewValue));
    }

    public string ImageLabel
    {
        get { return (string)GetValue(ImageLabelProperty); }
        set { SetValue(ImageLabelProperty, value); }
    }

    public static readonly DependencyProperty ImageLabelProperty =
        DependencyProperty.Register("ImageLabel", typeof(string), typeof(Picture), new PropertyMetadata(string.Empty,new PropertyChangedCallback( ImageLabelCallBack)));

    private static void ImageLabelCallBack(DependencyObject obj, DependencyPropertyChangedEventArgs args)
    {
        Picture pic = obj as Picture;
        pic.imageName.Text= (string)args.NewValue;
    }
}


Mindful tips and insight into our latest relaxing retreat! Unwind this week with some easy mindfulness to destress and centre you.
Abs and sun - awesome!
Mindful eating and mindful exercise. We believe that everything comes with balance, and a healthy body is intrinsically linked to a healthy mind. Come and try our Method classes everyday at our beautiful studio!
The Key to a Healthy Lifestyle?
The key to a healthy lifestyle? Loving and accepting yourself.
Sound strange? Expect the answer to be a diet or fitness tip? The biggest success I have ever had is when I let go of fads, became aware of what I was doing and started to take time for myself.
In a life that is becoming more stressful through technology that facilitates a faster paced life, using exercise to heal the mind and body is proven. There are wonderful spokes people who have put their stories on social media and into the public eye that help the public understand the benefits, but they are not alone with their issues. That is what motivated Sarah and I to open Studio One. We are real people who had health issues that we cured by adopting a healthy way of life and obtaining balance. What did we learn? You can not simply change your food or exercise in isolation, it is a combination effect. You have to address the mind and body together to create healthy long term habits.


The first teaser trailer for Driven, starring Richard Speight, Jr., has been released! The film is directed by Glenn Payne and written by Casey Dillard.
We did an interview with Glenn and Casey, which you can read here!
Universal Studios Hollywood Partners with Eli Roth for "Terror Tram" at Halloween Horror Nights!


Here are a few more photos from this past weekend in Antigua. There are so many native crafts for sale and these are a just few from a particularly large store.
Both of our HHE shipments finally arrived this past week. It was great to finally receive everything, but now the house is a complete disaster zone, so the chance to get away to Antigua for the weekend couldn't have come at a better time. My in-laws are in town visiting, so we all headed to Antigua on Friday afternoon for some well-needed R&R.
We rented a house that was in a great location that was still close enough to walk to the main sites in Antigua. The complex actually consists of four houses that all share a central courtyard with a pool and jacuzzi.
The house was gorgeous and we had the option to hire a cook to prepare meals for us. We opted for a Friday dinner and Saturday breakfast, both of which were delicious. We had a very inexpensive per person charge and then just had to pay for the food itself, which the women went and purchased at the market, so it couldn't have been any easier. The service culture here in Guatemala is second-to-none.
DiploMom and I are really enjoying Antigua. We simply love wondering the streets and taking in all the sites and sounds. It feels worlds apart from Guatemala City, with its cobblestone streets and Mayan women and children hawking their wares on the corners. We've already found a favorite spot for lunch, a Mexican restaurant, Frida's, with their delicious mango chicken and margaritas.
The rain stayed away until mid-day on Saturday, so I was able to take a few more photos around the central park.
It got pretty gray and damp after lunch, but we didn't let that stop us from getting awesome one-hour massages for only $35 each. It was a very relaxing way to wind down the afternoon.
Sunday morning we enjoyed breakfast and breathtaking views of Antigua and the volcanoes from Santa Domingo Del Cerro.
We look forward to many return trips to Antigua during our time here. It is so close and provides a welcome respite from the bustle of Guatemala City, so as a reminder to our friends, our guest room is now up and running!
The black-smoke belching, vibrantly painted buses that cruise around the city are known as chicken buses. I imagine they garnered this name because the people are crammed in like chickens, and because there are frequently chickens, or other livestock on board. They are school buses from the U.S. that get a second chance at life down here. The buses are notoriously unsafe, from a personal safety standpoint, as well as from a mechanical safety standpoint. Check out this disturbing article about the gang violence and extortion that is commonplace. Per embassy security, we are forbidden from ever getting on one of these buses, not that we would ever have the desire to do so.
Our wonderful housekeeper, Francisca, uses these buses to get to our house during the week. This morning she told DiploMom that her bus was robbed on her way in. A man got on board with a gun and went around to the passengers demanding mobile phones and money. Francisca closed her eyes and began praying and the man did not take anything from her. If I understood correctly, most everyone else was robbed. I think he may have been a bit thrown by her praying in the midst of his robbery! We are thankful for the Lord's provision and that she was safe and unharmed. She is a wonderful blessing to us and DiploTot absolutely adores her.
A week or so back she was delayed on her way to our house by hours and hours, when another chicken bus had its brakes go out, which tragically led to the deaths of around 40 passengers. The buses are a fixture of the city and country for that matter. It is entertaining to see the various paint jobs they sport, but I am glad that will be the extent of our experiences with them.
We continue to receive discouraging news when it comes to our HHE shipment. The latest update is that there have been delays with the paperwork since diplomatic shipments that arrive pay no customs taxes. Some shipments may be ready next week, but of course nothing is guaranteed.
Given how long our stuff has been in the country only further adds to our exasperation with the process. It is looking like we may just need to get another loaner bed from the embassy since we have family arriving for a visit next week. We never thought there would be the possibility that our HHE would not have already been delivered to us by the time they arrived.
We're ready to get this place feeling like our home and not some rental with cobbled together furnishings. Just getting pictures and a few decorative items will go a long way to helping us feel more settled.
We got to experience our first earthquake last night here in Guatemala. We were at the mall having dinner at a restaurant when we first heard some rumblings, which for some reason we thought was the train for the kids that drives around the mall. After that things began to sway and start shaking, nothing too strong, but enough to to feel a bit troubled once we realized what was actually occurring. By that time the tremors stopped and all was back to normal.
We asked the waiter if that was "normal" and he indicated that it was pretty strong. Once we got home we hopped online to find out more. The earthquake measured 6.5 and was 3 miles south of a town called Pajapita, near the border with Mexico and 104 miles west of Guatemala City. Impact was minimal in the city, but areas closer to the epicenter experienced blackouts and some poorly built homes were destroyed.
DiploMom and I are getting quite anxious for our HHE shipment to finally get delivered to our house. All of our freight has been in country since around August 20th, but apparently a key person in Guatemalan customs had been out on vacation, so everything has been delayed.
The last update we received was that we might receive everything by Thursday or Friday of next week, but there wasn't much certainty in the statement. Quite ironic that as I was writing about our HHE shipment, a power surge knocked the computer offline and I had to get everything restarted again. I have a uninterruptible power supply for my computer coming in the shipment and it would have come in quite handy just now.
We are anxious to get all of our stuff so that we can really start to feel settled in the house. All we have in our bedroom is a loaner box springs and mattress with sheets and one bedside table and lamp. It is a large bedroom, so it feels so empty, not to mention how much of an echo there is in the room, and most of the rest of the house for that matter, given all the tile surfaces.
Here's hoping we get everything next week!
We finally made it out of Guatemala City today when we visited Antigua, the old colonial capital. It was raining on us as we traveled through the mountains, getting quite foggy at times as we gained elevation. We thought our prospects of a rain-free visit were looking pretty slim and were wondering if we would simply arrive, drive through and have to make our way back out.
Thankfully, it was not raining when we arrived and we were able to find a parking spot and enjoy a few hours of wandering through the streets, as well as a delicious lunch of traditional Mexican food at Frida's. It felt great to be out and about in a more touristy area and the city is beautiful with its colonial architecture. We're looking forward to returning later in September when we'll be staying for a couple of nights.


text:
Vol. 35. Num. 3. - 2019. Pages 183 - 193
The Development and Validation of the Leader as Security Provider Scale
[Desarrollo y validación de la escala del líder como proveedor de seguridad]
Fernando Molero1, Mario Mikulincer2, Phillip R. Shaver3, Ana Laguía1, and Juan. A. Moriano1
1Universidad Nacional de Educación a Distancia (UNED), Madrid, Spain; 2Interdisciplinary Center (IDC), Herzliya, Israel; 3University of California, Davis, USA
https://doi.org/10.5093/jwop2019a20
Received 14 September 2018, Accepted 3 September 2019
In three studies we examined, from an attachment perspective, the utility and the validity of a scale assessing followers' perceptions of leaders as security providers (LSPS). Based on the literature, we designed a 15-item scale tapping the five functions of a security-enhancing attachment figure (secure base, safe haven, proximity seeking, emotional ties, and separation distress) within organizational contexts. The scale showed acceptable reliability and a one-factor structure in all the studies. In Study 1 (N = 237), the LSPS was positively associated with transformational leadership and inversely associated with passive-avoidant leadership. Moreover, employees' perceptions of their leader as a security provider made a unique contribution to their satisfaction with the manager and perception of the manager's efficacy. In Study 2 (N = 263), the LSPS was positively associated with authentic leadership. Employees' ratings of their leader on the LSPS were positively associated with employees' organizational identification, work engagement, and work satisfaction. In Study 3 (N = 263), we found that employees' perceptions of their leader as a security provider had a protective effect on their job burnout. The findings indicate that research on the follower-leader relationship can benefit from the adoption of an attachment perspective.
A través de tres estudios examinamos desde una perspectiva basada en la teoría del apego la utilidad y la validez de una escala que mide la percepción que los seguidores tienen de sus líderes como proveedores de seguridad LSPS. Con base en estudios previos, se diseñó una escala de 15 elementos que cubrían las cinco funciones de la figura de apego que aumenta la seguridad (base segura, puerto seguro, búsqueda de proximidad, lazos emocionales y malestar por la separación) en contextos organizativos. En todos los estudios la escala mostraba una fiabilidad aceptable y una estructura unifactorial. En el estudio 1 (N = 237), se encontró que las puntuaciones en la escala LSPS estaban positivamente relacionadas con el liderazgo transformacional y negativamente con el liderazgo pasivo-evitador. En el estudio 2 (N = 263), se encontró que la escala LSPS estaba positivamente relacionada con el liderazgo auténtico y con la identificación organizacional, la implicación en el trabajo y la satisfacción en el trabajo de los empleados. Finalmente, en el estudio 3 (N = 263) se encontró que las percepciones de los empleados de su líder como proveedor de seguridad tenían un efecto protector sobre el burnout. Estos hallazgos en su conjunto indican que la investigación de las relaciones entre líderes y seguidores puede beneficiarse si se adopta una perspectiva basada en el apego.
Vínculo seguidor-líder, Agotamiento emocional, Liderazgo transformador, Liderazgo auténtico, Figura de apego.
Follower-leader bond, Burnout, Transformational leadership, Authentic leadership, Attachment figure.
Cite this article as: Molero, F. , Mikulincer, M. , Shaver, P. R. , Laguía, A. , and Moriano, J. A. (2019). The Development and Validation of the Leader as Security Provider Scale. Journal of Work and Organizational Psychology, 35, 183 - 193. https://doi.org/10.5093/jwop2019a20
Correspondence: fmolero@psi.uned.es (F. Molero).
heading: research-article
Studying the relationship between followers and leaders is obviously important for understanding leadership. However, as Uhl-Bien, Riggio, Lowe, and Carsten (2014) pointed out, until recently little attention has been paid in leadership research to the psychology of followers. In this paper we focus on followers' needs for guidance, security, and comfort and propose a new way to look at the follower-leader relationship through the lens of attachment theory – one of the most important theories in the study of interpersonal relationships (Bowlby, 1982; Shaver & Mikulincer, 2007).
The attachment theory was formulated by Bowlby (1982) to describe and explain the emotional bonds established between children and their caregivers in the first years of life. During infancy and childhood, parents or other caregivers occupy the role of protective others (attachment figures) who provide support, comfort, and security. However, during adulthood there are additional relationship partners who can serve as attachment figures. We, following Mayseless (2010) or Mikulincer and Shaver (2016), hypothesize that leaders may be among those figures, because they can be an important source of security for their followers, especially in demanding and challenging contexts.
In order to analyze leadership from an attachment perspective, we need first to determine whether followers tend to perceive leaders as attachment figures. For this reason, the main purpose of the present research is to develop a reliable and valid self-report scale assessing the extent to which subordinates perceive their leaders as security-providing attachment figures in organizational settings. A second and related goal is to begin examining the consequences of this perception for important organizational outcomes (e.g., work engagement, burnout).
The idea that follower-leader relationships are similar in many respects to the attachment relationships between children and parents was already present in Freud's psychoanalytic writings (Freud, 1939). Both the role of leader and the role of parent involve protecting and taking care of others who are less powerful (children or followers, respectively) and whose fate depends to a certain extent on them as attachment figures (Mayseless & Popper, 2007). As Bowlby (1988) pointed out, the tendency to establish special bonds with certain figures (through the activation of what he called the attachment behavioral system) is due to inborn needs that, although most evident and important early in life, continue to be active over the entire lifespan.
According to the attachment theory (Ainsworth, 1991; Hazan & Shaver, 1994; Trinke & Bartholomew, 1997), a relationship partner has to fulfill five functions to be perceived as a security-providing attachment figure: (a) secure base – people tend to perceive their attachment figures as supporting and encouraging their pursuit of non-attachment goals in a safe environment; (b) safe haven – people tend to perceive their attachment figures as a source of protection, comfort, calm, and reassurance in times of need; (c) responding warmly to proximity seeking, given that people tend to seek and benefit from proximity to an attachment figure in times of need; (d) emotional ties – people tend to feel positive emotions toward and in the context of their attachment figures; (e) separation distress – people tend to feel distressed when kept separated from their attachment figure. A leader may fulfill all of these functions. For example, Popper and Mayseless (2003) suggested that a good leader is sensitive to followers' needs, helps them to develop autonomy and initiative, reinforces their successes, and augments their feelings of self-worth. Moreover, followers tend to seek a leader's proximity, guidance, and support when confronting problems and obstacles within organizational settings, develop positive sentiments toward a supportive leader, and feel comforted and protected by him or her in times of need.
A few studies have initiated the examination of leadership and the follower-leader relationship from an attachment perspective (for reviews, see Mayseless, 2010, Mikulincer & Shaver, 2016; Popper & Amit, 2009). These studies have explored the association between leaders' attachment orientations in close relationships (frequently assessed with the Experiences in Close Relationships Scale; Brennan, Clark, & Shaver, 1998) and leadership styles and behaviors. Previous studies have also examined the contribution of leaders' attachment orientations to followers' well-being and performance (e.g., Davidovitz, Mikulincer, Shaver, Izsak, & Popper; 2007; Ronen & Mikulincer, 2012, 2014). For example, Davidovitz et al. (2007) found that officers' higher scores on avoidant attachment were associated with soldiers' reports of more distress and more performance problems during intensive military training. There are also a few studies examining the contribution of compatibility of leaders' and followers' attachment orientations (assessed with respect to close interpersonal relationships) to organizational outcomes (e.g., Davidovitz et al., 2007; Keller, 2003).
To date, adult attachment research on leadership has focused exclusively on leaders' and followers' attachment orientations in close relationships while examining the contribution of these orientations to leadership style and followers' well-being and organizational behavior. However, no systematic research has been conducted to establish empirically the extent to which leaders may be perceived as security-providing attachment figures by their followers (beyond and regardless of leaders' and followers' attachment orientations) and to examine the consequences of this perception for followers' organizational behavior. The three studies reported here were designed to examine these basic questions.
The goal of Study 1 was to construct a self-report scale tapping the extent to which subordinates perceive their leaders as security-enhancing attachment figures in organizational settings. For this purpose, we designed a scale assessing the five core characteristics of a security-enhancing attachment figure: (a) perceiving the figure as a secure base (e.g., "I think my leader would support my growth and advancement on the job"), (b) perceiving the figure as a safe-haven (e.g., "When something bad happens or I feel upset at work I turn to my leader for support"), (c) being a target for followers' seeking of proximity and support (e.g., "I don't let too much time pass without being in close contact with my leader"), (d) strong emotional ties with the figure (e.g., "I feel emotionally connected to my leader, whether our relationship is positive, negative, or a combination of the two"), and (e) distress upon separation from the figure (e.g., "If my leader left, I would miss him/her a lot"). We asked a large sample of employees to rate the extent to which they perceived their direct manager or supervisor in the ways described in the scale. To examine the convergent and discriminant validity of the new scale, we used other leadership-related measures (subordinates' perceptions of leadership style and leader's efficacy, subordinates' satisfaction with the leader).
With regard to perceived leadership style, we assessed subordinates' perceptions of their manager as a transformational, transactional, or passive-avoidant leader (Bass, 1985). Transformational leaders, through their charisma and inspiration, achieve important changes in followers' attitudes and behaviors, causing them to accomplish more than they expected (Bass, 1985). Popper and Mayseless (2003) proposed that transformational leaders function as "good parents" because they pay attention to their followers' needs, establish strong emotional bonds, and promote subordinates' growth. For these reasons, we expected a positive association between subordinates' perception of their manager as a security-enhancing attachment figure and the extent to which they perceived him or her as a transformational leader. Transactional leaders may also have positive effects on followers' performance by rewarding followers' positive behaviors and punishing negative behaviors (Bass, 1985). Having a clear and coherent representation of the system of organizational rewards and punishments may provide employees with a sense of control and security. For this reason, we expected transactional leaders also to be perceived as security-enhancing attachment figures, but to a lesser degree than transformational leaders, because transactional leaders lack the personalized attention and inspiration of transformational leaders. Finally, passive-avoidant leadership is characteristic of leaders who do not actually lead and are perceived as absent by their employees (Bass, 1985). Their behaviors are quite similar to those of a "bad parent" (Popper & Mayseless, 2003). Therefore we expected an inverse association between this leadership style and perception of the leader as a security-enhancing attachment figure.
Perceiving a leader as a security-enhancing attachment figure means that the leader is performing his/her leadership roles effectively, providing a safe haven and secure base for subordinates. For this reason, we expected positive associations between subordinates' perceptions of a manager as a security-enhancing attachment figure and their perceptions of the manager's professional efficacy and their satisfaction with him or her.
Leader as Security Provider Scale (LSPS): Exploratory Factor Analysis
Finally, we explored whether the new scale makes unique contributions to the prediction of subordinates' perception of their manager's efficacy and their satisfaction with him or her, beyond the contributions of perceived leadership styles. Such unique contributions would indicate the incremental validity of a measure of the perception of the leader as a security-enhancing figure within organizational contexts.
Procedure and participants. Participants were recruited by undergraduate psychology students at a Spanish university who received practicum credits for recruiting participants. Each student contacted at least three participants and provided general instructions for completing the questionnaire in 2014. Participants were then given access to a website where the questionnaire could be completed online. Participants from all over Spain were asked to evaluate their immediate manager or supervisor and several aspects of their organizational life.
Participants (N = 237, 44.7% males and 55.3% females) were included only if they had been working with their manager/supervisor for at least one year (M = 5.25 years, SD = 4.71). Participants' ages ranged from 22 to 61 years (M = 38.7, SD = 8.25); 60.3 % of them possessed or were studying for a university degree and about 10% had finished high school; of the rest, 12% had received professional training and 7.2% had finished compulsory secondary education. Up to 31.4% of participants occupied a management position. Most of participants worked in a private company (53.9%) or in the public administration (42.9%); for 61.8% of the participants the size of this working environments was big, for 28.6% was medium, and for 9.7% was small. Leaders tended to be men (69.4%) while women leaders only represented 30.6%.
Instruments. To assess subordinates' perceptions of a manager as a security-enhancing attachment figure, we constructed the 15-item Leader as a Security Provider Scale (LSPS). The scale contained items adapted from past scales developed by Fraley and Davis (1997) and Trinke & Bartholomew (1997) to tap the extent to which parents and romantic partners are perceived as attachment figures. The scale also contained new items formulated by us to tap the five functions of a security-enhancing attachment figure within organizational contexts (secure base, safe haven, proximity seeking, emotional ties, and separation distress). The scale's instructions and all of the items were formulated to focus participants on their direct manager or supervisor. Participants were instructed to read each item and to indicate the extent to which they agreed or disagreed that the item is descriptive of their manager/supervisor, using a 5-point scale ranging from 0 (strongly disagree) to 4 (strongly agree). In Appendix, we present the 15 items of the new scale.
Perceived leadership style was assessed with a Spanish version (Molero, Recio, & Cuadrado, 2010) of the Multifactor Leadership Questionnaire (MLQ) - Short Form 5X (Avolio & Bass, 2004). Twenty items of this scale assess transformational leadership (e.g., "Instills pride in me for being associated with him/her," "Articulates a compelling vision of the future"); eight items assess transactional leadership (e.g., "Discusses in specific terms who is responsible for achieving performance targets," "Directs my attention toward failures to meet standards"); and eight items assess passive-avoidant leadership (e.g., "Is absent when needed," "Waits for things to go wrong before taking action"). Participants were instructed to rate how frequently their direct manager/supervisor engaged in each of the 36 described behaviors using a 5-point scale ranging from 0 (not at all) to 4 (frequently, if not always). In our sample, Cronbach alpha coefficients for the three subscales were high (ranging from .82 to .93), allowing us to compute total scores for each subscale by averaging the corresponding items. Higher scores reflect greater applicability of a particular leadership style.
As usual in research using the MLQ (Avolio & Bass, 2004), we used five additional items included in this questionnaire to assess perceived leader efficacy and satisfaction with the leader. The perceived leader efficacy subscale is composed of three items (α = .82; e.g., "My leader is effective in meeting organizational requirements"), and the subordinates' satisfaction with the leader subscale contains two items (α = .82, r = .70, p < .001; e.g., "I am satisfied with his/her methods of leadership"). We computed two total scores by averaging the items corresponding to each subscale.
An exploratory factor analysis was performed using the FACTOR software program (Lorenzo-Seva & Ferrando 2006). One single dimension was extracted using the polychoric correlation matrix, parallel analysis (PA) method, robust unweighted least squares (RULS) with the oblique Promin rotation (Table 1). The Kaiser-Meyer-Olkin test value was .96, over the cut-off value of .80, which indicated that the matrix was well suited to factor analysis. The Bartlett test of sphericity (p < .001) supported the model's significance. Adjustment indexes indicated an adequate fit (NNFI = .97 and CFI = .98), except for RMSEA = .11 (95% CI .079, .124), which was slightly higher than recommended. The items with higher weights on the single factor belong to the sub-scales of "secure base" and "safe haven." We use a single total score (the average of the 15 items) in subsequent analyses. The Cronbach alpha for this scale is high (α = .96).
As can be seen in Table 2, Pearson correlations were in line with our predictions. The higher subordinates' perception of the leader as a security provider, the higher their perception of him or her as a transformational and transactional leader and the lower their perception of him or her as a passive-avoidant leader. Moreover, the higher subordinates' perception of the leader as a security provider, the higher their perception of the leader's efficacy and their satisfaction with his or her leadership.
Pearson Correlations between Study 1's Variables
Note. Diagonal elements in italics are the square root of AVE between the constructs and their indicators. For discriminant validity, diagonal elements should be greater than offdiagonals elements in the same row and column. Scores could range from 0 to 4.
**p < .01.
**p < .01, ***p < .001
**p < .01, ***p < .001.
In studying the incremental validity of the LSPS, we conducted multiple regression analyses predicting perceived leader efficacy and satisfaction with the leader, while controlling for several sociodemographic variables – gender, age, education level, and time working with leader (Table 3). The predictor variables were the LSPS score and the three leadership style scales. For perceived leader efficacy, the amount of explained variance was R2 = .81 and the betas for LSPS (β = .46), transformational leadership (β = .32), and passive-avoidant leadership (β = -.22) were all significant (p <. 001). Transactional leadership and all the sociodemographic variables made no significant contribution. For satisfaction with the leader, the amount of explained variance was R2 = .80 and the betas for LSPS (β = .46), transformational leadership (β = .44), transactional leadership (β = -.15), and passive-avoidant leadership (β = -.25) were all significant (p < .01). Again, the sociodemographic variables made no significant contribution. These findings indicate that although the LSPS is related to other variables associated with leadership, it makes a unique and significant contribution to explaining subordinates' perceptions of leader efficacy and subordinates' satisfaction with their leader. In fact, it is the predictor with the highest beta coefficient in all of the regression equations.
The regression findings are also important for clarifying the association between the LSPS score and the transformational leadership score. The high correlation between these two scores (.82) could lead us to think that these variables are measuring the same construct. However, the regression analyses show that in all cases the LSPS maintains a significant and unique relationship with perceived efficacy of the leader and satisfaction with him/her, even after controlling for its association with transformational leadership. That is, although the two variables tap similar constructs, viewing a leader as a safe haven and secure base is somewhat different from transformational leadership and should be considered in its own right as a factor influencing organization-related feelings, attitudes, and behaviors.
In conclusion, we have initial evidence for the reliability and validity of the LSPS. In Study 2, we continued to explore the validity of the LSPS scale by examining its association with other organization-related variables.
The goal of Study 2 was to further validate the LSPS by conducting a confirmatory factor analysis of the scale and examining its association with other organization-related variables. First, we examined the association between the LSPS and the construct of authentic leadership (Avolio, Gardner, Walumbwa, Luthans, & May, 2004). According to Avolio et al. (2004), an authentic leader is one that shows hope, trust, positive emotions, optimism, relational transparency, and a moral and ethical orientation towards his or her subordinates. Therefore, we expected that this style of leadership would be positively associated with perceiving the leader as a security provider. Second, we examined the associations between the LSPS and other relevant organizational behavior variables, such as employee's identification with the organization, work engagement, and work satisfaction. We expected that when subordinates perceived a leader as providing a safe haven and secure base, they would hold more positive attitudes toward the leader and toward the safe and secure work setting he or she fostered, thereby exhibiting greater identification with the organization and more work engagement and satisfaction.
Leader as Security Provider Scale (LSPS): Confirmatory Factor Analysis and Descriptives
Procedure and participants. As in Study 1, participants were recruited and interviewed by undergraduate psychology students at a Spanish university, who received practicum credits for their work. Participants, from all over Spain, were asked to evaluate their immediate leaders and several aspects of their organizational life by completing an online questionnaire during February and March 2015. Participants (N = 263, 23.6% males and 76.0% females) were included only if they had been working with their leader for at least for one year (M = 5.50 years, SD = 5.09). Participants' ages ranged from 21 to 67 years (M = 37.1, SD = 9.02); 74.9 % of the participants had or were studying for a university degree and about 16% had finished high school; of the rest, 6.8% had received professional training and 1.5% had finished compulsory secondary education. Most of participants worked in a private company (62%) or in the public administration (30.8%); for 52.3% of the participants this working environments was big and for 47.7% was medium. Leaders tended to be men (59.7%) while women leaders represented 39.8%.
Instruments. The extent that leaders are perceived as a security provider was assessed with the 15-item LSPS described in Study 1. Authentic leadership was measured with the 13-item Spanish adaptation (Moriano, Molero, & Levy Mangin, 2011) of the Authentic Leadership Questionnaire (ALQ) developed by Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008). A sample item from this scale is "My leader demonstrates beliefs that are consistent with his/her actions." Participants were asked to judge how frequently their direct manager or supervisor engaged in specific leadership behaviors on a 5-point scale ranging from 0 (not at all) to 4 (frequently, if not always). In the current sample, Cronbach's alpha for the 13 items was high (.93), allowing us to compute a total score by averaging the items. Higher scores reflect the perception of greater authentic leadership.
To assess organizational identification, we used the Spanish version of the Organizational Identification Scale (OIS; Mael & Ashforth, 1992), which has been employed in previous studies with Spanish samples (Moriano et al., 2011). The scale includes 10 items (e.g., "The success of my organization is my own success") and participants are asked to rate the extent to which they agree with each item using a 7-point scale ranging from 0 (not at all) to 6 (very much). In the current sample, Cronbach's alpha for the 10 items was acceptable (.83), allowing us to compute a total score by averaging the items. Higher scores reflect higher organizational identification.
An employee's work engagement was assessed using the Spanish short version of the Utrecht Work Engagement Scale (UWES-9; Schaufeli, Bakker, & Salanova, 2006). This scale includes 9 items (e.g., "At my work, I feel that I am bursting with energy") and participants are asked to rate the extent to which they agree with each item using a 7-point scale ranging from 0 (not at all) to 6 (very much). In the current sample, the alpha coefficient for the 9 items was high (.95), allowing us to compute a total score by averaging the items. Higher scores reflect higher levels of work engagement.
General work satisfaction was assessed with an eight-item scale dealing with several aspects of employees' job satisfaction (e.g., co-workers, work conditions, work climate, and salary). This scale has been used in previous studies with Spanish samples (e.g., Molero, Cuadrado, Navas, & Morales, 2007). Participants are asked to rate their satisfaction with each of the eight work aspects on a 7-point scale ranging from 0 (strongly dissatisfied) to 6 (strongly satisfied). In the current sample, the alpha coefficient for the 8 items was acceptable (.82), allowing us to compute a total score by averaging the items. Higher scores reflect higher levels of work satisfaction.
Confirmatory factor analysis. We conducted a confirmatory factor analysis of the 15 items of the LSPS using the PRELIS and LISREL 8.7 programs and obtained an acceptable fit for the existence of a unique factor (see Table 4). Although the root mean square residual (RMR) was not very good (0.21), the rest of the indexes were good (NFI = .99, RMSEA= .072, AGFI = .99, NNFI = .99, CFI = .99). Parsimonious fit indices values were PGFI = 0.74 and PNFI = 0.85. The reliability of the 15-item scale was α = .96.
Associations with other variables. As can be seen in Table 5, in line with our predictions, the more subordinates perceived a leader as a security provider, the more they perceived him or her as an authentic leader and the greater was their organizational identification, work engagement, and work satisfaction.
Note. Diagonal elements in italics are the square root of AVE between the constructs and their indicators.
In order to explore the unique contribution of the LSPS to subordinates' organizational identification, work engagement, and work satisfaction beyond the contribution of authentic leadership, we incorporated the two leadership variables (LSPS, authentic leadership) as simultaneous predictors in regression analyses while controlling for several sociodemographic variables – gender, age, education level, time of working with leader (Table 6). In the case of organizational identification, the explained variance of the model was R2 = .11 and only the beta for the LSPS was significant. With regard to work engagement, the R2 was .19 and only the betas for age and authentic leadership were significant. Finally, in the case of work satisfaction, the R2 was .22 and only the beta for authentic leadership was significant. These results show that the LSPS has a direct effect only on organizational identification, whereas authentic leadership has a direct effect on work engagement and satisfaction. As in Study 1, sociodemographic variables made no significant contribution in most of the cases.
Regression Analysis (Study 2)
*p < .05, **p, < .01, ***p < .001.
Because the LSPS was highly correlated with both work engagement and satisfaction, the regression findings suggest the possibility that authentic leadership may mediate the path from LSPS to work engagement and satisfaction. To test the significance of the mediation we used the SPSS macro PROCESS (Hayes, 2013, v2.16.3). The number of bootstrapping samples was set to 5,000 and the confidence interval to 95% for the indirect effect. As this macro allows only a single outcome, we ran a separate model for each outcome with the same seed command. Results presented in Table 7 suggest that there is an indirect effect of LSPS on both work engagement and work satisfaction through authentic leadership.
Mediation Analysis of the path from LSPS to Work Engagement and Work Satisfaction Mediated through Authentic Leadership
Note. Unstandardized regression coefficients (standard errors in parentheses). Effects are significant when the upper and lower bounds of the bias-corrected 95% confidence intervals (CI) do not contain zero.
***p < .001
Overall, the results of Study 2 provided additional evidence for the validity of the new LSPS scale. First, a confirmatory factor analysis, like the exploratory analysis in Study 1, showed that the scale is unifactorial. Second, as expected, the LSPS was positively associated with authentic leadership. Third, as expected, the LSPS was positively correlated with important organizational variables: organizational identification, work engagement, and work satisfaction. We also found that the associations between the LSPS and the variables of work engagement and work satisfaction were totally mediated by the perception of a leader as an authentic leader. This means that perceiving the leader as a security provider leads subordinates to be receptive to the characteristics and behaviors of authentic leadership (e.g., relational transparency, internalized moral perspective, balanced processing, and self-awareness), and these characteristics tend to increase employees' work engagement and satisfaction.
In Studies 1 and 2, we examined the relationships between the LSPS and other organizational variables, including several styles of leadership. In Study 3, we went a step further by examining the psychological processes through which the perception of a leader as a security provider can be related to job burnout – a common organization-related health problem (Maslach, Schaufeli, & Leite, 2001). We propose a model in which employees' perception of a leader as a secure base enhances their positive affect and decreases their negative affect at work, which in turn reduces the likelihood of job burnout.
According to Maslach et al. (2001), job burnout is a prolonged response to chronic emotional and interpersonal stressors in the workplace and is usually expressed in (a) emotional exhaustion – feelings of being depleted emotionally and physically, (b) cynicism – negative responses to the workplace that frequently lead to depersonalizing the customers or recipients of services, and (c) feelings of incompetence at work. Burnout arises primarily as a result of stress-related processes (Maslach et al., 2001) and affects both individuals (by diminishing physical and mental health) and organizations (by decreasing employees' motivation and performance). This syndrome is associated with emotional and situational demands (e.g., high workload) along with lack of psychological resources available at the workplace (e.g., low social support) to cope with these demands (Bakker, Demerouti, & Verbeke, 2004).
Previous studies have shown that positive leadership behaviors can alleviate subordinates' job burnout. For example, in a study conducted with 289 workers in the technological sector, Hetland, Sandal, and Johnsen (2007) found that transformational leadership was inversely associated with job burnout. In other research along these lines, Laschinger, Wong, and Grau (2013) found in a study of 342 nurses that authentic leadership was inversely associated with job burnout. We therefore predicted that subordinates' perception of their leader as a secure base would also preclude or reduce job burnout.
We expected the contribution of subordinates' perception of a leader as a security provider to reduce job burnout through the mediation of subordinates' positive and negative affectivity. There are no previous studies of the possible relationship between the perception of a leader as a secure base and subordinates' affectivity. However, attachment research clearly shows that more securely attached adults are more able to regulate negative emotions and to experience more frequent and more prolonged episodes of positive affectivity (see Mikulincer & Shaver, 2016, for a review). Several studies using the PANAS scale for assessing positive affect (PA) and negative affect (NA) have found that both attachment anxiety and avoidance in close relationships are negatively associated with PA scores and positively associated with NA scores (e.g., Barry, Lakey, & Orehek, 2007; Wearden, Lamberton, Crook, & Walsh, 2005). Based on these findings, we predicted that subordinates' perception of a leader as a security provider would be positively associated with positive affect at work and negatively associated with negative affect. We also predicted that these variations in subordinates' affectivity would be associated with job burnout, with increases in positive affect and decreases in negative affect contributing to less job burnout, and that these variables would mediate the association between the perception of a leader as a secure base and subordinates' job burnout.
The association between the LSPS and the three components of burnout are predicted to be mediated by PA and NA at work. This means that the perception of a leader as a security provider will lead to an increase in positive emotions at work and a reduction in negative emotions, which in turn will reduce emotional exhaustion and cynicism and increase professional efficacy.
Procedure and participants. As in Studies 1 and 2, participants were recruited and interviewed by undergraduate psychology students at a Spanish university who received practicum credits for their work. Participants, from all over Spain, were asked to evaluate their immediate leaders and several aspects of their organizational life by completing an online questionnaire during January 2017. Participants (N = 263, 36.1% males and 63.9 % females) were included only if they had been working with their leader for at least for one year (M = 4.40 years, SD = 4.76). Participants' ages ranged from 18 to 64 years (M = 36.2, SD = 10.8); 58.2 % of the participants had or were studying for a university degree and about 13.3% had finished high school; of the rest, 19.8% had received professional training and 8.7% had finished compulsory secondary education. Most of participants worked in a private company (57.8%) or in the public administration (33.8%); for 41.1% of the participants the size of this working environments was big, for 18.3% was medium, and for 40.7% was small.
Instruments. The extent that a leader was perceived as a secure base was assessed with the 15-item LSPS described in Study 1. In the current sample, the alpha coefficient for the 15 items was .93.
To assess work-related emotions we used the Spanish version of a 12-item scale by Warr (1990). This instrument has been validated in Spain by Laguna, Mielniczuk, Razmus, Moriano, and Gorgievski (2016). The scale includes six items tapping positive affect (calm, contented, relaxed, cheerful, enthusiastic, and optimistic) and six items tapping negative affect (tense, uneasy, worried, depressed, gloomy, and miserable). Participants were asked to rate how frequently they experienced these emotions at work in the past few weeks with a 6-point scale ranging from 0 (never) to 5 (all of the time). In the current sample, alphas for the 6 positive affect items and the 6 negative affect items were acceptable (.88 and .78, respectively), allowing us to compute two total scores by averaging the relevant items. Higher scores reflect higher levels of work-related positive and negative affect.
To assess burnout we used the Spanish version of the MBI General Survey (Schaufeli, Leiter, Maslach, & Jackson, 1996), developed by Salanova, Schaufeli, Llorens, Peiró, and Grau (2000). This 15-item scale assesses three dimensions of burnout: emotional exhaustion (e.g., "I feel emotionally drained from my work"), cynicism (e.g., "I have become less enthusiastic about my work"), and professional efficacy (e.g., "I can effectively solve the problems that arise in my work"). Participants were asked to rate how frequently they experienced these feelings and thoughts at work during the previous few weeks with a 7-point scale ranging from 0 (never) to 6 (all of the time). In the current sample, alpha coefficients were acceptable for items tapping emotional exhaustion (.89), cynicism (.83), and professional efficacy (.80). We computed three scores by averaging the relevant items. Higher scores reflect higher levels of emotional exhaustion, cynicism, and professional efficacy.
Pearson correlations revealed, as expected, that perception of the leader as a security provider was positively associated with positive affectivity and professional efficacy and negatively associated with negative affect, emotional exhaustion, and cynicism (see Table 8).
*p < .05 **p < .01.
To analyze the hypothesized mediational model, we used the SPSS macro PROCESS (Hayes, 2013, v2.16.3). As our model comprises three dependent variables, the entire process was repeated for each of these criteria separately (Table 9). LSPS had significant associations with both positive affect and negative affect in the predicted directions. Moreover, as expected, we found that positive affect was negatively associated with emotional exhaustion and cynicism, and positively associated with professional efficacy, whereas negative affect showed the opposite pattern of associations.
Mediation Analysis for LSPS and Burnout (Exhaustion, Cynicism, and Efficacy) through Affect (Positive and Negative Affect)
Note. Unstandardized regression coefficients (standard errors in parentheses). Effects are significant when the upper and lower bound of the bias corrected 95% confidence intervals (CI) does not contain zero.
Positive and negative affect fully mediated the path from LSPS to emotional exhaustion as well as the path from LSPS to cynicism. However, the path from LSPS to professional efficacy was only partially mediated by positive affect, since both the direct and the indirect effects were significant. Negative affect had a nonsignificant effect. These findings provide empirical support for the mediating role of affectivity in the association between perceiving one's leader as a security provider and job burnout.
The main idea underlying this research is that the follower-leader relationship can be conceptualized as an attachment relationship and that followers may perceive their leader as a safe haven in times of need and secure base for exploration and thriving. There was theoretical support for this idea in the literature (Mayseless, 2010; Mayseless & Popper, 2007; Popper & Mayselles, 2003) but, as far as we know, this idea had not been empirically tested. We therefore designed a self-report scale tapping the extent to which followers perceive their leader as fulfilling the functions of a security-providing attachment figure within organizational contexts.
Through exploratory and confirmatory factor analyses we found that the new scale is unidimensional and highly reliable. It seems that, although theoretically it is possible to differentiate between different attachment-related functions of a leader, empirically followers tend to perceive these functions as part of a higher-level construct related to the provision of support and security by a leader. For this reason, the scale is called the Leader as Security Provide Scale (LSPS). In future studies, we will continue exploring the factorial structure of the scale, but as it happens with other leadership instruments (e.g., MLQ), sometimes the factorial structure obtained empirically not always replicates the theoretical structure proposed by the authors of the scale. We conducted three studies to examine the utility and the validity of the LSPS. In Studies 1 and 2, we examined the convergent validity of the LSPS by focusing on its associations with scales tapping other styles of leadership. In Study 3, we also examined the contribution of the LSPS to an important organizational behavior variable – job burnout, while examining the involvement of work-related positive and negative emotions in this process.
After conducting our studies, we noticed that Wu and Parker (2017) had examined the role of leader support in facilitating employees' proactive work behavior. These authors assessed perception of leader support with items taken from existing leadership and management scales. Although valuable, Wu and Parker's (2017) approach is different from our approach, because our conceptualization of leader support is grounded in attachment theory and incorporates all the criteria that, according to attachment research (e.g., Fraley & Davis, 1997), a leader should fulfill in order to be perceived as a security-enhancing attachment figure (proximity seeking, emotional bond, separation distress, save haven and secure base).
In Studies 1 and 2, we obtained evidence for the convergent validity of the LSPS with transformational and authentic leadership. In line with our predictions, the LSPS was negatively associated with passive-avoidant leadership (Study 1), which involves refusing to take responsibility for followers' needs and being absent when needed. However, the high correlations between the LSPS and transformational and authentic leadership in Studies 1 and 2 may cast doubts about the usefulness of the new concept. In our opinion, the construct that we introduced in this paper (the Leader as a Security Provider, LSPS) has some important differences with other leadership style constructs. The first is that, unlike the majority of the research in leadership, the LSPS focus on the quality of relationship (bonds) between followers and leaders. This point of view, as Uhl-Bien et al. (2014) point out, is unusual in leadership literature. The second difference with other leadership constructs is that the LSPS has strong theoretical basis in Bowlby's (1982) attachment theory. This theory was formulated initially to explain the infant-caregiver relationship and subsequently to explain adult personal relationships. In our theoretical introduction, we have tried to justify why it is possible and useful to apply attachment theory to the field of leadership. In our opinion, expanding the focus of attachment theory to include subordinate-leader relationships is another important contribution of our paper. Although it is true that we found high correlations between LSPS and other styles of leadership, we also found that the LSPS contributed significantly to explain subordinate's perceived efficacy and satisfaction beyond other leadership styles (Study 1) and plays a meaningful role in mediating the association between authentic Leadership and work engagement and work satisfaction (Study 2). Moreover, the average variance extracted (AVE) square root was higher than the correlations between the LSPS and transformational leadership (see Table 2) and authentic leadership (see Table 5), which is as an indication of discriminant validity among these constructs.
Study 3 explored the association between the LSPS and job burnout, a dysfunctional syndrome affecting employees and organizations that is characterized by emotional exhaustion, cynicism, and feelings of incompetence at work. We found that the LSPS was negatively associated with emotional exhaustion, cynicism, and feelings of incompetence. In addition, we found that the LSPS was positively associated with the experience of positive emotions at work, which seemed to mediate the negative association between the LSPS and job burnout. Thus, just as a security-providing parental figure is able to alleviate children's anxiety and distress in stressful situations, the perception of a leader as a secure base or a safe haven can increase positive emotions at work and reduce feelings of job burnout among employees.
These initial results for the LSPS are encouraging. The scale shows good reliability and convergent, discriminant, and incremental validity. However, this is only a first step in the validation process, and there are several issues that need to be examined in future research. The first is the direction of causality between the LSPS and other measures of leadership styles. We need experimental or longitudinal designs to shed light on this issue. Another important question concerns the organizational context in which employees and managers are immersed. Bowlby (1982) said that the activation of the attachment behavioral system is more probable in times of crisis and distress. This aspect of the theory was not featured in our research, and we expect the importance of the perception of a leader as a security-providing figure would increase in times of crisis or stress. Future studies should examine this issue. It will also be important to examine whether the LSPS is an individual-level or a group-level variable; that is, to what extents do members of a group share a perception of their leader as a security-providing attachment figure?
In sum, we have created and examined a new scale to assess the perception of a leader as a security-providing attachment figure. We believe it is worthwhile to continue to explore this measure, which opens the way to an attachment conceptualization of the follower-leader relationship. We agree with Bresnahan and Mitroff (2007, p. 607), who wrote that "attachment theory could extend the study of leadership into a variety of directions, setting the overarching, elusive concept of leadership on strong theoretical footing. Basing the study of leadership at least partially on a theory that emphasizes how individuals relate to each other and to groups could provide crucial theoretical concepts when looking at relational theories that address leader–follower dynamics".
Cite this article as: Molero, F., Mikulincer, M., Shaver, P. R., Laguía, A., & Moriano, J. A. (2019). The development and validation of the leader as security provider scale. Journal of Work and Organizational Psychology, 35, 183-193. https://doi.org/10.5093/jwop2019a20
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Molero, F., Cuadrado, I., Navas, M., & Morales, J. F. (2007). Relations and effects of transformational leadership: A comparative analysis with traditional leadership styles. Spanish Journal of Psychology, 10, 358-368. https://doi.org/10.1017/S1138741600006624
Molero, F., Recio, P., & Cuadrado, I. (2010). Transformational and transactional leadership: An analysis of the factor structure of the Multifactor Leadership Questionnaire (MLQ) in a Spanish sample. Psicothema, 22, 495-501.
Moriano, J. A., Molero, F., & Levy Mangin, J. P. (2011). Liderazgo auténtico. Concepto y validación del cuestionario ALQ en España. Psicothema, 23, 336-341.
Popper, M., & Amit, K. (2009). Influence of attachment style on major psychological capacities to lead. Journal of Genetic Psychology, 170, 244-267. https://doi.org/10.1080/00221320903218307
Popper, M., & Mayseless, O. (2003). Back to basics: Applying a parenting perspective to transformational leadership. Leadership Quarterly, 14, 41-65. https://doi.org/10.1016/S1048-9843(02)00183-2
Ronen, S., & Mikulincer, M. (2012). Predicting employees' satisfaction and burnout from managers' attachment and caregiving orientation. European Journal of Work and Organizational Psychology, 21, 828-849. https://doi.org/10.1002/job.4030130202
Ronen, S., & Mikulincer, M. (2014). The foundation of autonomous motivation in the workplace – An attachment perspective. In M. Gagné (Eds.), The Oxford handbook of work engagement, motivation, and self-determination theory (pp. 109-126). New York, NY: Oxford University Press.
Salanova, M., Schaufeli, W. B., Llorens, S., Peiró, J. M., & Grau, R. (2000). Desde el burnout al engagement: ¿una nueva perspectiva? Revista de Psicología del Trabajo y de las Organizaciones, 16, 117-134.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire. A cross-national study. Educational and Psychological Measurement, 66, 701-716. https://doi.org/10.1007/s11365-011-0196-x
Schaufeli, W. B., Leiter, M. P., Maslach, C., & Jackson, S. E. (1996). Maslach Burnout Inventory – General Survey. In C. Maslach, S. E. Jackson & M. P. Leiter: The Maslach Burnout Inventory-Test manual (3rd ed.). Palo Alto, CA: Consulting Psychologists Press.
Shaver, P. R., & Mikulincer, M. (2007). Attachment theory and research, core concepts, basic principles, conceptual bridges. In A. W. Kruglanski & E. T. Higgins, Social Psychology Handbook of Basic Principles (pp. 650-677). New York, NY: Guilford Press.
Trinke, S. J., & Bartholomew, K. (1997). Hierarchies of attachment relationships in young adulthood. Journal of Social and Personal Relationships, 14, 603-625. https://doi.org/10.1177/0265407597145002
Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: A review and research agenda. Leadership Quarterly, 25, 83-104. https://doi.org/10.1016/j.leaqua.2013.11.007
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Wearden, A. J., Lamberton, N., Crook, L., & Walsh, V. (2005). Adult attachment, alexithymia, and symptom reporting: An extension to the four category model of attachment. Journal of Psychosomatic Research, 58, 279-288. https://doi.org/10.1016/j.jpsychores.2004.09.010
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redpajama_set_name: RedPajamaCommonCrawl


Your home's ducts are the trail for all the air that you're taking in. In fact, your ducts can be compared to the lungs of your home. Along with taking in and supplying air around your home, they are also trapping pollutants. Things like pet dander, pollen and dust all move through your ducts and will make their way into the air you're breathing. This is why pro duct cleaning is so important. So how do you know when you should have your ducts cleaned?
The National Air Duct Cleaners Association advises that you get your air ducts cleaned every 3–5 years, depending on your conditions. There are many factors the team at KDM Service Corporation contemplates when debating when to have your ducts cleaned based on the circumstances in Tuscaloosa. Everyday life generates contaminants like dust, chemicals and pet dander. There are also climate factors to bear in mind along with any new home renovations. Also, looking at if anyone in your home is dealing with allergies or asthma is important, as pollutants in your indoor air can worsen these conditions. The air in your home's system is normally recirculated 5–7 times a day, with that many more occasions for pollutants to build up inside your duct work.
The Environmental Protection Agency also offers a few suggestions about when it's time to plan a duct cleaning: if you believe or know you have spotted mold inside your ducts, if you've noticed a vermin infestation or spot rodents exiting or entering your ductwork, or if you see visible proof of dust from your air register. The experts at KDM Service Corporation would be happy to talk you through all of these factors and assist you through the work to see if you could benefit from a duct cleaning.
Although the name implies it, a duct cleaning doesn't just clean your ducts. A professional duct cleaning takes into account every piece of your system that air passes through. A clean system doesn't have to labor as hard to keep up with your thermostat. You'll use less energy and cause less deterioration on your system.
If anyone in your home is experiencing the allergies drifting around in Tuscaloosa or you've noticed any of the warning signs in your duct work, it's time to start considering duct cleaning. The team at KDM Service Corporation is always accessible to answer any questions you have, simply give us a call at 205-208-8090.


text:
Poor start to 2021 for BTCL share price
The Botswana Telecommunications Corporation Limited (BTCL)'s share pri...
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FRANCISTOWN: A Botswana Defence Force (BDF) soldier, Tlamelo Kethabane...
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US offers Botswana help amidst global 'coal-phobia'
INNOCENT SELATLHWA MBONGENI MGUNI Friday, November 15, 2019
Fannon says the US is ready to help. PIC: INNOCENT SELATLHWA
The United States says it stands ready to help Botswana exploit its estimated 200 billion tonnes of coal, despite a global backlash which has seen funding dry up for projects involving the black rock.
Worldwide, major project funders such as the World Bank and International Monetary Fund as well as numerous large commercial banks have limited or stopped financing new coal projects in line with global commitments on reducing carbon emissions.
In Botswana, government and other quasi-government bodies such as the Botswana Development Corporation, have taken up the role of funding coal projects, as the country pushes ahead with unlocking the value of its massive resources.
In an exclusive interview last Friday, US assistant secretary of state for energy, Francis Fannon told BusinessWeek his country stood ready to partner with Botswana in the development of its coal resources.
Fannon, who was on a three-country visit to Africa, is the inaugural holder of the assistant secretary of state for energy position, a role within which he advises the US secretary of state, one of the four most powerful positions in the US Cabinet.
"We are not prescriptive as to the type of energy and we will work with countries to help them achieve their ambitions in a way that's responsible and sustainable," he told BusinessWeek.
"I have met with local people on minerals, coal and solar and I think that's a prudent approach which demonstrates an 'all of the above' view or lens with which to look at the development of a country.
"There's plenty of new coal technologies that can be deployed and the US is leading the way on this that can get us close to near zero emissions.
"If you can take all the emissions out of coal and if the thing that is objectionable
are the emissions, then why would anyone oppose the coal?
"Botswana has such great potential in three of these domains and a bit of blank slate to chart their course.
"We stand ready to partner with Botswana." President Donald Trump recently officially notified the United Nations that the US was pulling out of the Paris Agreement on climate change, as the commitments would hurt the US economy.
The American President is also seen as softer on coal developments in that country, refusing to take a tough stance on the industry in his country.
Fannon said Botswana was a shining example to Africa and beyond on minerals' governance and represented an ideal location for US firms to partner on energy.
"We think if a country wants to develop its economy and coal can be a part of that and they can do it responsibly and sustainably, they should be able to do that," he told BusinessWeek.
"Countries want to invest in places that respect human rights, transparency and health safety performance and we should be able to work in partnership with those countries irrespective of the type of energy source.
"We should recognise the technology that's here today and that's being developed, rather than continue to look at technology from the 1970s and think it's the same thing."
Fannon said Botswana had both solar and coal in abundance and both could be developed responsibly.
"Both are indigenous resources that Botswana has in abundance and we are looking forward to continuing our dialogue and expanding our partnership to help Botswana develop its own energy resources."
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text:
const debug = require('debug')('APP:USER_PICTURE_SPEC');

// model
const models = require(__base + 'models');

// library
const _ = require('lodash');

// test lib
var request = require('superagent');
var chai = require('chai');
var chaiSubset = require('chai-subset');
var expect = chai.expect;
chai.use(chaiSubset);

var commonHelper = require('../helpers/common_helper');
var modelHelper = require('../helpers/model_helper');

describe('USER PICTURE', function () {
  var clearUserPromise = function () {
    return models.User.destroy({
      where: {
        id: {
          $ne: 0
        }
      }
    });
  };

  var shared = {
    user: {},
    country: {}
  };

  //get country
  // before(function *() {
  //   yield new Promise(function (resolve, reject) {
  //     request
  //       .get(`${commonHelper.getPublicAPIUrl()}/countries`)
  //       .set('Authorization', global.data.userAuthToken)
  //       .end(function (err, res) {
  //         expect(res.ok).to.be.true;
  //         expect(res.body).to.containSubset({
  //           status: true
  //         });
  //         shared.country = res.body.result[0];
  //         resolve();
  //       });
  //   });
  // });

  // clear user
  //before(function *() {
  //  yield clearUserPromise();
  //});

  // clear user
  //after(function *() {
  //  yield clearUserPromise();
  //});

  describe('List Picture', function () {
    var sharedForListPicture = {
      picture: {},
      findPictureResult: {},
    };
    // create a picture
    before(function *() {
      yield new Promise(function (resolve, reject) {
        request
          .post(`${commonHelper.getUserAPIUrl()}/users/self/icon`)
          .field('name', 'user')
          .attach('file', __base + 'spec/sample_file/200x200.png')
          .set('Authorization', global.data.userAuthToken)
          .end(function (err, res) {
            expect(res.ok).to.be.true;
            expect(res.body).to.containSubset({
              status: true
            });
            sharedForListPicture.picture = res.body.result;
            resolve();
          });
      });
      yield new Promise(function (resolve, reject) {
        request
          .get(`${commonHelper.getUserAPIUrl()}/users/self/pictures/${sharedForListPicture.picture.id}`)
          .set('Authorization', global.data.userAuthToken)
          .end(function (err, res) {
            expect(res.ok).to.be.true;
            expect(res.body).to.containSubset({
              status: true
            });
            sharedForListPicture.findPictureResult = res.body.result;
            resolve();
          });
      });
    });

    describe('by public:', function () {
    });

    describe('by user:', function () {
      it('`url` field should be include', function *() {
        expect(sharedForListPicture.findPictureResult).to.include.keys('url');
      });

    });
  });

  // describe('Create Picture', function () {
  //   describe('by user:', function () {
  //     it('with `name` field should work', function *() {
  //       yield new Promise(function (resolve, reject) {
  //         request
  //           .post(`${commonHelper.getUserAPIUrl()}/users/self/pictures`)
  //           .field('name', 'abc')
  //           .attach('file', __base + 'spec/sample_file/200x200.png')
  //           .set('Authorization', global.data.userAuthToken)
  //           .end(function (err, res) {
  //
  //             expect(res.ok).to.be.true;
  //             expect(res.body).to.containSubset({
  //               status: true,
  //               result: {
  //                 name: 'abc',
  //               }
  //             });
  //             resolve();
  //           });
  //       });
  //     });
  //
  //   });
  // });

  // describe('Delete Picture', function () {
  //   var sharedForDeletePicture = {
  //     picture: {},
  //   };
  //   // create a picture
  //   before(function *() {
  //     yield new Promise(function (resolve, reject) {
  //       request
  //         .post(`${commonHelper.getUserAPIUrl()}/users/self/pictures`)
  //         .field('name', 'user')
  //         .attach('file', __base + 'spec/sample_file/1200x1000.png')
  //         .set('Authorization', global.data.userAuthToken)
  //         .end(function (err, res) {
  //           expect(res.ok).to.be.true;
  //           expect(res.body).to.containSubset({
  //             status: true
  //           });
  //           sharedForDeletePicture.picture = res.body.result;
  //           resolve();
  //         });
  //     });
  //   });
  //
  //   it('should work', function *() {
  //     yield new Promise(function (resolve, reject) {
  //       request
  //         .del(`${commonHelper.getUserAPIUrl()}/users/self/pictures/${sharedForDeletePicture.picture.id}`)
  //         .set('Authorization', global.data.userAuthToken)
  //         .end(function (err, res) {
  //           expect(res.ok).to.be.true;
  //           expect(res.body).to.containSubset({
  //             status: true
  //           });
  //           resolve();
  //         });
  //     });
  //   });
  //
  // });

});

redpajama_set_name: RedPajamaGithub


This is the ideal growing condition to encourage photosynthesis, the way plants use sunlight to turn carbon dioxide and water into the energy they need for proper growth. Photosynthesis is slower above these temperatures, and coffee plants can be damaged by frost when temperatures approach freezing.
Even changes throughout the day can make a difference. Experimental evidence has indicated that a large gap between day and nighttime temperatures is beneficial to the flavor of fruits. Since a coffee cherry is a fruit and the seed is in contact with the fruit, these benefits will be passed on to the seed and therefore into the cup.
Coffee grows in around 80 countries in South and Central America, the Caribbean, Africa, and Asia.
Arabica coffee accounts for about three-quarters of coffee cultivated worldwide. It is grown throughout Latin America, Central and East Africa, India and, to some extent, Indonesia.
Robusta coffee is grown in West and Central Africa, throughout Southeast Asia and, to some extent, Brazil.
Brazil is the largest coffee exporting nation, but Vietnam tripled its exports between 1995 and 1999, becoming a major producer of Robusta beans.
Those aromatic dark brown beans we know and love begin their life on a coffee tree. These shrub-like plants are grown all around the world, from the Tropic of Cancer to the Tropic of Capricorn. They bear round red fruits called coffee cherries, and the "beans" are actually the seeds of these cherries. After these soft green seeds are removed, they are roasted to bring out certain aromas and flavors, then ground, brewed, and—ahhh, enjoyed, one cup at a time.


Mr and Mrs Edward Jones offer a friendly welcome to village life and guests will be able to see their herd of dairy cows being led past the farmhouse to and from grazing pasture.
The Jones' Bed & Breakfast on their small, mixed working farm of Acton Scott is situated in a peaceful spot at the centre of the estate. Their 17th century stone farmhouse has traditional interiors, beamed ceilings and an inglenook fireplace.
Acton Scott Farmhouse B&B offers En-Suite facilities, TV Lounge, Wireless Internet, Tea & Coffee Making Facilities, Business Facilities, Power Points for PC's, Children Welcome, Special Diets Catered For, Parking Available, Non Smoking Establishment, Small Baby's Cot, Highchair.
To make a booking at Acton Scott Farm's Bed and Breakfast contact Mr and Mrs Jones on telephone 01694 781 260 or email info@actonscottfarm.co.uk or see http://www.actonscottfarm.co.uk/.


text:
Johnson Controls Acquires Tempered Networks to Bring Zero Trust Cybersecurity to Connected Buildings
CORK, Ireland, June 23, 2022 — Johnson Controls (NYSE: JCI), the global leader for smart, healthy, and sustainable buildings, today acquired zero trust cybersecurity provider – Tempered Networks, based in Seattle, Washington. Tempered Networks has created 'Airwall' technology, an advanced self-defense system for buildings that enables secure network access across diverse groups of endpoint devices, edge gateways, cloud platforms and service technicians. It represents a step-change in operational technology built on secure transmission pipelines to ensure buildings data exchanges and service actions can only take place between people and devices that are continuously authenticated.
The acquisition gives Johnson Controls the capability to provide zero trust security within the fabric of its OpenBlue secure communications stack, advancing its vision of enabling fully autonomous buildings that are inherently resilient to cyberattack.
How Airwall Works
Tempered Networks Airwall technology uses the Host Identity Protocol and a cloud-based policy orchestration platform to create new overlay networks built on encrypted and authenticated communication. The policy manager (aka the conductor) enforces configured digital policies that control connections within the cloaked overlay system. The default position for the policy manager is 'zero trust', ie, only allowing connections between continuously authenticated and authorized entities. Once a communicating device authenticates itself correctly, an encrypted tunnel is created through which data flows. The advantages of this cybersecurity technique are as follows:
1. The creation of an always-on and software-defined security perimeter protecting device-to-device, device-to-cloud and device-to-user interactions.
2. Airwall achieves this by using Host Identity Protocol to create a cloaked and micro-segmented network which overlays a building's existing network infrastructure, making the solution also highly cost-effective.
3. A new level of authentication for connected building systems is created, allowing for greater system automation of functions such as heating and cooling, lighting, security and airflows.
"When it comes to buildings, we must create easily implementable cybersecurity defenses as we're often dealing with critical infrastructure, including assets such as data centers and hospitals," said Vijay Sankaran, vice president and chief technology officer, Johnson Controls. "Tempered Networks Airwall approach is purpose-built for our sector as it's designed around principles of zero trust, securing device communications as data moves between devices and the cloud – so enabling remote building optimization in the most trusted way possible."
Tempered Networks Airwall technology is being integrated into Johnson Controls OpenBlue platform which is increasingly recognized as a leading smart building software platform with advanced AI-enabled building management capabilities[1]† OpenBlue provides a flexible computing approach for converging building technologies and making those technologies more insightful, powerful, and optimized through edge AI and through full machine learning in the cloud. The ultimate goal is to make all buildings smarter, healthier and more sustainable.
Financial terms of the transaction were not disclosed.
To learn more about Johnson Controls' approach to cybersecurity, please visit www.johnsoncontrols.com/cybersolutions.
See an explanation video for Tempered Networks Airwall technology here.