This research investigates the significant role of international volunteering, particularly through the European Solidarity Corps (ESC), in shaping the image of Barcelos as a tourist destination. The study specifically examines various volunteer programs in Barcelos, such as construction projects, teaching, and agricultural assistance. It focuses on the volunteers' perceptions and motivations and on the impact of their experiences on the city's touristic recognition. Using a mixed-methods approach, this research analyzes responses from electronic surveys with 92 former ESC volunteers and interviews with four local organizations that host these participants. The findings reveal that international volunteering through specific programs enhances Barcelos' image as a welcoming, culturally rich, and civically engaged tourist destination. This research highlights the importance of integrating such initiatives into the city's tourism management strategy, suggesting that such efforts can significantly enrich the tourist experience and the overall image of the destination. Furthermore, the study identifies areas for future research, including the need for a more in-depth analysis of the long-term impact of these volunteering activities on the local economy and cultural sustainability. The limitations of the study, such as the use of a convenience sample and the reliance on self-reported data, which may influence the results and their generalizability, are also discussed. In conclusion, this work provides valuable insights for tourism managers and policymakers, demonstrating how international volunteering can be a strategic component in enhancing the image of tourist destinations. Through careful and strategic management, Barcelos can continue to develop and promote its identity as a destination for solidarity tourism and cultural vibrancy.Organizational commitment is an indicator of organizational performance, regarding the attainment of competitive advantages. Knowing the factors that promote or inhibit organizational commitment fills a gap in the literature in the area of aversive leadership in Angola and reinforces the role of managers in promoting employees' organizational commitment. This study aimed to analyze the moderating role of perceived aversive leadership in the relationship between psychological capital and organizational commitment. Although recent studies have indicated the negative effects of aversive leadership on organizational outcomes, the role of perceived aversive leadership on employees' organizational commitment has not been tested. To this end, we applied a self-report questionnaire from 335 employees from different sectors of activity in Angola to examine this relationship. To analyze the results of the study, we used structural equation modeling. The results showed that the relevance of psychological capital in organizational commitment is highlighted when perceived aversive leadership is low. On the other hand, when perceived aversive leadership is high, employees will exhibit lower levels of organizational commitment. This study may influence the adoption of more sophisticated leadership selection techniques, based on behavioral and situational interviews, to ensure that professionals with aversive behaviors cannot hold positions of responsibility.
