Successful functioning of an organization, especially agricultural one, implies the necessity for a properly organized system of employee health and safety. The system will function properly only when employees perceive organizational safety processes and procedures as a part of their behavior at work. The purpose of this study with reference to scientific literature and empirical research to determine the main factors that predict higher safety climate in organization. 961 employees from a large Lithuanian company of agricultural industry participated in the survey. The study was conducted using Sexton’s Safety Climate Questionnaire and two scales from Copenhagen Psychosocial Questionnaire. The analysis of data via Structural Equation Modeling confirmed the theoretical model of psychosocial safety climate antecedents. The findings of the study showed that employee trust in management had higher predictive value as compared to workplace commitment, and that the leader’s role in promoting safety in an organization is more important than employee attitudes or declared safety-related orders and procedures in the organization.

Both scientists and practitioners acknowledge leadership as a key predictor of success in organizations. Leaders’ values could be a significant criterion for the analysis of changes in leadership recently. This study aims to investigate changes in leaders’ values over time among Baltic countries. The results of the European Social Survey (ESS) showed that leaders’ values did not significantly change over time (from 2008 to 2016). However, the expression of values significantly differed between leaders of different countries.

The paper examines the relationship between the Dark Triad personality traits and leadership outcomes from the perspective of Generation Z. A quasi-experiment with hypothetical leaders’ scenarios as stimulus was applied in this empirical research.

The Full Range Leadership Model (Avolio, Bass, 2004) is one of the most popular leadership theories, while the Dark Triad (Paulhus, Williams, 2002) has become the most researched personality model that describes the “dark side” of personality. However, despite the popularity, there is still a lack of evidence about relationship between Dark Triad traits and Full Range Leadership styles. Besides, researchers confirm the need for reliable and valid instruments that could be used in such empirical studies. Therefore, the aim of this study was to evaluate the validity and reliability of scenarios that were developed and used to reveal the relationships between leaders’ Dark Triad traits and Full Range Leadership styles in the perception of potential employees. Methods. 40 students from psychology Bachelor’s and Master’s programs participated in this research (90% females, mean age – 24.90 (SD=5.52)). Five scenarios were developed to represent hypothetical leaders with different patterns of Dark Triad traits expression and were used as stimuli material for this quasiexperiment. Participants were asked to read one out of five scenarios and to fill in two questionnaires about the hypothetical leader: the Dirty Dozen scale (Jonason & Webster, 2010) to assess Dark Triad traits, and the Multifactorial Leadership Questionnaire (Avolio & Bass, 2004) to assess leadership styles and outcomes from Full-range leadership model. Data were collected via online survey. Results. All developed scenarios showed high reliability. However, results confirmed construct validity in only of four out of five scenarios. Relationships between Dark Triad traits and Full Range Leadership styles, and Dark Triad traits and leadership outcomes, were not significant. Conclusions. Developed Dark Triad leader scenarios could be an original and useful instrument for leadership psychology research. Some revisions should be made before the future usage of them.

The study was oriented to identify the main risk and safety factors for the professional burnout among university teachers in Lithuania. 257 participants filled up a self-administered questionnaire in a cross-sectional survey. 42.8 percent of university teachers in Lithuania indicated that are often or permanently suffering from professional burnout. Quantitative and emotional demands alongside with perceived social support from a supervisor acted as risk factors, and personal resources and social support from colleagues – assafety factors for the professional burnout.