Previous studies showed inconsistent results on the association between searching for calling and its psychosocial functioning outcomes. The link of searching for calling to its psychosocial functioning outcomes may be influenced by the presence of calling because the search for and presence of calling can co-exist within individuals. Thus, the present study employed a person-centered method to identify subgroups combining the search for and presence of a calling and then explore the identified profiles' differences in work meaning and job satisfaction. (...) Study participants were Chinese kindergarten teachers. Latent profile analysis revealed four different groups: actively maintaining calling, unsustainable calling, moderately increasing calling, and actively increasing calling. Subsequent analyses showed notable differences across the four groups on work meaning and job satisfaction. Participants in profile 1 with both the highest searching for and presence of calling would experience more work meaning and job satisfaction than those in the other profiles whose strengths of searching for and presence of calling were relatively low. Participants in profile 4 had higher searching for and presence of calling than those in profile 3, and they experienced more meaningfulness at work and were more satisfied with their job. These findings indicate that actively searching for calling is closely associated with more work meaning and job satisfaction among people who already perceive intensive calling. Implications, limitations, and future directions of the results are discussed. (shrink)

Background: Organizational climate refers to an individual's perception and experience of the climate of the work environment, and it is the most important environmental variable that affects individuals’ work performance. This study aims to classify characteristics of transformational leadership among kindergarten principals and examine their relationship to organizational climate. Methods: Convenience sampling yielded 498 kindergarten principals who completed the “Questionnaire on the Principal’s Transformational Leadership Behavior” and “Questionnaire on Organizational Climate.” Ethics approval was obtained from the Academic Ethics Committee of (...) the College of Psychology of Northeast Normal University prior to starting the study. Results: Three latent classes were identified, including the high-level (68.8%), care-virtues (35.7%), and virtues groups (5.3%). There were significant differences in support, directive, restrictive, colleague, intimate, and disengaged behavior scores between groups. In terms of support, colleague, and intimate behavior, the high-level group had the highest scores, followed by the care-virtues group and virtues group, respectively. Regarding restrictive and disengaged behavior, the highest scores were received by the virtues group, followed by the care-virtues and high-level group, respectively. Conclusion: The study suggested that principals’ transformational leadership could be classified into three latent classes that are related to organizational climate. (shrink)