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    An exploratory study on impostor phenomenon among banking employees in New Zealand : a trait-state approach from a multi-generational perspective : a thesis presented in partial fulfilment of the requirements for the degree of Master of Health Science in Psychology at Massey University, Albany, New Zealand. EMBARGOED until 12th March 2027
    (Massey University, 2025) Ge, Shanshan
    The impostor phenomenon (IP) is a prevalent challenge that many individuals encounter at workplace, particularly in today’s rapidly evolving, uncertain, and multigenerational work environment driven by the technology revolution. However, little research has been conducted on the IP theoretical framework to apply these challenges and treat IP from both trait-state perspectives, rather than solely from a trait individualistic perspective. Unsurprisingly, a recent systematic review calls for more fine-grained research to better understanding of this phenomenon, its antecedents and consequences. Responding to this call, the researcher conducted a quantitative study in the competitive banking industry in New Zealand (NZ). Guided by self-determination theory (SDT), this study aims to explore the connection between generational identity (GI) and IP and the outcomes in terms of motivational behavioural intentions to which this connection may lead. The focus of this study is on the GI and IP constructs. The study further examines how different types of self-concept (i.e., self-doubt and internal locus of control) mediate the GI—IP relationship and how IP mediates the relationships between GI and motivational behavioural intentions (i.e. speak-up and promotion focus). In addition, this study examines how different leadership styles moderate the GI—IP relationship. The study recruited 285 employees from a major bank in NZ, including 55.79% females and 35.44% males. The majority identified as Caucasians and belonged to Generation X and Millennials. Over half of the participants had a Bachelor's degree or higher educational qualification and were in managerial positions. The study found no gender differences in scoring IP, while education level influenced IP. The study findings support the hypothesis that a negative relationship was found between generational identity and IP with a small size effect, with both types of self-concept being mediators. The generational cohort based on age was not related. While inclusive leadership moderated the relationship, transformational leadership did not. Additionally, a negative relationship was found between IP and the motivational behavioural intentions, speak-up, but not with the intention of promotion focus. This study’s findings showed the important effects of individual traits on IP in the current banking climate with ongoing transformational changes driven by technology disruption, and that effective leadership can support banking employees by fostering an inclusive environment where individuals can thrive. The study also opens a new dialogue about how generational identity (GI) could foster a sense of belonging, which is very important at times of uncertainty and change due to technological advancement in the multi-generational workplace.
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    The relationship between leadership and post traumatic growth following deployment related trauma in the New Zealand Defence Force : a thesis submitted in partial fulfilment of the requirements for the degree of Master of Science in Psychology at Massey University, Manawatu, New Zealand. EMBARGOED until 13th November 2026
    (Massey University, 2024) Gibbs, Daina
    Following a traumatic experience, there is the potential to benefit from posttraumatic growth (PTG). Research points to the ability of leadership to reduce negative consequences of trauma; consequently, recent investigations into PTG in military populations have theorised that positive leadership should enhance PTG outcomes for subordinates, though these hypotheses have yet to be tested. This study aimed to address this gap in the literature by investigating the relationship between leadership and PTG for those with and without potentially traumatic experiences (PTEs) in a sample of 445 previously deployed New Zealand Defence Force (NZDF) personnel. A quantitative, correlational study with longitudinal and cross-sectional designs was used to investigate the existence of a linear relationship between the concepts over time. Data was collected by the NZDF at two points in time, immediately following personnel’s return to New Zealand from an overseas deployment and then six months later. Access to demographic information, PTEs, leadership experiences, PTG, level of distress, and posttraumatic stress symptom data collected at both points in time was provided. A range of statistical analyses, including independent t-test, Kendall’s tau-b, and regression analyses, were employed through SPSS. The results showed that the rate and level of PTG were lower in those without PTEs, and there were no significant correlations or predictive ability found between leadership and PTG for those without PTEs. Contradicting expectations, only insignificant or weak negative correlations were found between PTG and leadership for those with PTEs, and leadership only showed a small amount of predictive utility. This may suggest that, when viewed in conjunction with preceding evidence, either; leadership does not have a direct relationship with PTG but may promote an environment in which PTG is more likely, or that positive leadership inhibits PTG as it protects a person from the negative effects of trauma, deterring the growth process. The inability to control several possible confounding variables likely impacted the validity of the results; consequently, more robust future research that can control a larger number of confounds and run more complex analyses is recommended.
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    The mediating role of decision-making logic and moderating role of organisation ambidexterity in the relationship between entrepreneurship, organisation change readiness and resources in New Zealand : an exploratory study : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University, Albany, New Zealand. EMBARGOED until 10th July 2026
    (Massey University, 2024) Walker, Kathryn
    Entrepreneurship is a cornerstone of the New Zealand (NZ) economy. Entrepreneurs drive innovation, build wealth and create employment. Yet how entrepreneurs sustain the small and medium-sized enterprises (SMEs) that make up over 99% of NZ businesses has received little research attention. Moreover, in the current world where organisation changes are happening rapidly there is limited literature on how entrepreneurs prepare their business for these changes. This study is the first to link entrepreneurship to organisation change readiness (OCR) which is of particular importance given the current technological change climate facing businesses which is being driven by the Fourth Industrial Revolution (IR 4.0). This study sought to understand how entrepreneurs running SMEs in NZ create OCR by using different types of resources and different types of decision-making logic. Extending understanding of these relationships further, this study examined the relationship between resources and OCR and how different types of decision-making logic mediate this. It also examined how the relationship between decision-making logic and OCR is moderated by organisation ambidexterity. This study was a quantitative design that involved 119 participants, all of whom were entrepreneurs that owned SMEs in NZ. Participants comprised 28 females and 91 males, with most aged between 20 and 39 with at least an undergraduate degree. After controlling for age, gender and education level, the study’s results found that a positive relationship existed between resources and OCR that was mediated by decision-making logic. A positive relationship was found between both types of decision-making logic and OCR; however, organisation ambidexterity did not moderate this relationship. These results show the important impact that the entrepreneur has on the change readiness of his/her business and the importance of both resources and decision-making logic to organisation change readiness (OCR).
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    A longitudinal study on the high involvement work system and its effect on job resources, job demands and outcomes among New Zealand employees : considerate leadership as a moderator : a thesis presented in partial fulfilment of the requirements for the degree of Master of Science (Psychology), Massey University, Albany, New Zealand. EMBARGOED until 18th July 2026.
    (Massey University, 2024) Raley, Tabitha
    Retaining a high-quality workforce is synonymous with organisational excellence. New Zealand (NZ) currently experiences a large fluctuation of its high-quality workforce moving in and out of the country (OECD, 2024). The issue we are faced with is an influx of competition and fewer high-quality employees. New Zealand (NZ) organisations are therefore tasked with producing and maintaining a work system that attracts, develops, and retains high-quality employees. In the study, we turn to employees’ involvement to achieve a high-quality workforce. While several important factors contribute to the quality of a workforce, we must begin by recognising an individual’s quality of life (QoL) as an essential element. The quality of an individual’s life will likely predict the quality of work (QoW) one produces (Bubonya et al., 2017; Lim et al., 2000). Using a sample of 250 New Zealand (NZ) employees, the longitudinal study systematically examined the effect of job resources, namely, opportunities for skill development, and emotional job demands on employees’ quality of work (QoW) and quality of life (QoL), while highlighting mediating effects of these variables on the relationship between employee involvement and employee outcomes. The analysis of our quantitative data indicated the significant positive effect of opportunities for skill development on employees’ quality of work (QoW) and quality of life (QoL). In addition, the high involvement work system (HIWS), conceptualised by the PIRK model’s four dimensions (power, information sharing, rewards and knowledge), had significant and positive effects on opportunities for skill development. Moreover, information sharing produced a significant and negative effect on emotional job demands. Emotional job demands mediated the relationships between the high involvement work system (HIWS) and employees’ quality of work (QoW) and quality of life (QoL). Opportunities for skill development produced a mediating effect on the relationship between the high involvement work system (HIWS) and only employees’ quality of work (QoW). A considerate leadership style produced no moderating effects on the high involvement work system (HIWS) and employee’s quality of work (QoW) and quality of life (QoL) but did directly effect employees’ opportunities for skill development. This study contributes to the limited longitudinal research in New Zealand (NZ) and provides empirical evidence on organisational-level change that supports employee outcomes, thus helping to progress employees’ involvement in New Zealand (NZ) organisations.