Treating Procrastination Using Cognitive Behavior Therapy: A Pragmatic Randomized Controlled Trial Comparing Treatment Delivered via the Internet or in Groups

Procrastination is a common problem among university students, with at least half of the population reporting great difficulties initiating or completing tasks and assignments. Procrastination can have a negative impact on course grades and the ability to achieve a university degree, but can also lead to psychological distress. Cognitive behavior therapy (CBT) is believed to reduce procrastination, but few studies have investigated its effectiveness in a regular clinical setting. The current study explored its effects using a pragmatic randomized controlled trial comparing treatment delivered during 8 weeks as self-guided CBT via the Internet (ICBT) or as group CBT. In total, 92 university students with severe procrastination were included in the study (registered as a clinical trial on Clinicaltrials.gov: NCT02112383). Outcome measures on procrastination, depression, anxiety, and well-being were distributed at pre- and posttreatment as well as 6-month follow-up. An outcome measure of procrastination was administered weekly. Linear mixed and fixed effects models were calculated, along with improvement and deterioration rates. The results showed large within-group effect sizes on procrastination, Cohen’s d of 1.29 for ICBT, 95% Confidence Interval (CI) [0.81, 1.74], and d of 1.24 for group CBT, 95% CI [0.76, 1.70], and small to moderate benefits for depression, anxiety, and well-being. In total, 33.7% were regarded as improved at posttreatment and 46.7% at follow-up. No differences between conditions were observed after the treatment period, however, participants in group CBT continued or maintained their improvement at follow-up, while participants in self-guided ICBT showed some signs of deterioration. The findings from the current study suggest that CBT might be an effective treatment for those struggling with severe procrastination, but that a group format may be better for some to sustain their benefits over time and that the clinical significance of the results need to be investigated further.     

Can a Supportive Workplace Impact Employee Resilience in a High Pressure Performance Environment? An Investigation of the Chinese Banking Industry

Resilience is one of the positive emotions that will enhance employees’ ability to cope in adverse conditions, such as work intensification, organisational change, and work stress. Despite growing research interest in the employee resilience area, there is limited knowledge of the process through which critical social support at workplaces, such as supportive leadership and co-worker support, affects employees’ ability to cope in challenging situations. This study, underpinned by the theory of conservation of resources and social cognitive theory, examines the role of supportive leadership and co-worker support in employee resilience, and how this may be moderated by work pressures in the context of the Chinese banking industry. Using a sample of 2,025 Chinese banking workers, we tested four hypotheses. Our findings demonstrate that supportive leadership and co-worker support are positively associated with employee resilience. High work pressure moderates the relationship between both supportive leadership and co-worker support and employee resilience, such that the relationship between these conditions is stronger when perceived performance pressure is high. Our study raises important implications for both the theoretical development of employee resilience and for management practices with respect to fostering employee resilience in organisations.