Can improvement of work and work process knowledge support well-being at work?

2005 ◽  
Vol 1280 ◽  
pp. 377-381 ◽  
Author(s):  
A. Leppänen ◽  
L. Hopsu ◽  
S. Klemola
Keyword(s):  
Well Being ◽  
Work Process ◽  
Process Knowledge ◽  
Knowledge Support

Positive and proactive leadership: disentangling the relationships between stress, resilience, leadership style and leader satisfaction/well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Charlotte D. Shelton ◽  
Sascha D. Hein ◽  
Kelly A. Phipps
Keyword(s):  
Leadership Style ◽  
Time Management ◽  
Leadership Behaviors ◽  
Well Being ◽  
Process Skills ◽  
Work Process ◽  
Theoretical Understanding ◽  
Content Type ◽  
Positive Leadership ◽  
The Impact

Purpose This study aims to analyze the relationships between leader resilience, leadership style, stress and life satisfaction. It reflects an emerging theoretical framework that positions resilience as a capacity that can be developed vs a response mechanism driven by innate traits. Design/methodology/approach To test three research hypotheses, online survey data were collected from 101 E.M.B.A. alumni of a US-based university using a cross-sectional, correlational research design. The results were analyzed using multiple linear regression. The authors assessed resilience, leadership style, stress and satisfaction/well-being using standardized inventories. Findings The results support previous research that has identified a significant relationship between resilience and positive leadership. Unique to this study, however, is the finding that work process behaviors (e.g. time management, cooperation, receptiveness) rather than traits (e.g. optimism, self-esteem, locus of control) are the resilience factors most associated with a positive leadership style. Work process skills significantly interacted with stress level to moderate leadership style. Additionally, a positive leadership style moderated the impact of stressful life events on leader satisfaction/well-being. Research limitations/implications Key limitations are sample size and the risk of common method variance. Though numerous procedural steps were taken to control for these issues, future research with a larger and more diverse sample is needed. Practical implications Organizational stress is pervasive, and resilience is increasingly recognized as a foundational leadership skill. This study provides empirical data documenting positive relationships between resilience, constructive leadership and leader satisfaction/well-being. This research also identifies work process behaviors (e.g. time management, cooperation and receptiveness) as the primary resiliency factors associated with sustaining positive leadership behaviors in times of stress. These results support previous research findings that have positioned resiliency as a capacity that can be developed, providing further support for investing in resiliency training for leaders. Originality/value This research contributes to the literature by analyzing resilience more comprehensively than previous studies. It extends the theoretical understanding of resilience beyond traits using an 160-item inventory that assesses four discrete domains of resilience. The results provide support for the importance of developing process skills in leaders to increase resiliency; thus, increasing the probability, they will model constructive leadership behaviors in times of significant stress.

scholarly journals Leadership Styles of Hospital Nurses: Impacts on the Work Process and Organizational Climate

2021 ◽  
Vol 1 (3) ◽  
Author(s):  
Abi Rached CD
Keyword(s):  
Organizational Climate ◽  
Leadership Styles ◽  
Leadership Style ◽  
Well Being ◽  
Hospital Environment ◽  
Hospital Nurses ◽  
Work Process ◽  
Corporate World ◽  
Autocratic Leadership ◽  
Nursing Professionals

Introduction: The kinds of leadership have been discussed not only in academia but in the corporate world. It has been observed that some types have negatively influenced the organizational environment and the work process. Objective: To analyze the leadership practiced by nursing professionals within the hospital environment and their impacts on the work process and organizational climate. Methods: This is a scoping review whose objective was to map the main concepts about leadership styles and influence, examining and summarizing the existing research gaps. The following databases were used: MEDLINE, LILACS, IBESCS, PUBMED, and ENDENF. Results: Twenty nine articles were selected. The autocratic leadership style was the most cited as unfavorable for maintaining a favorable organizational climate for workers' welfare. Conclusion: It is believed that the leadership practiced by the nurse influences positively or negatively on the corporate environment and well-being at work.

Profitability, efficiency and targets

2018 ◽  
pp. 55-76
Author(s):  
Anthony Lloyd
Keyword(s):  
Performance Indicators ◽  
Management Practice ◽  
Well Being ◽  
Primary Data ◽  
Service Economy ◽  
Work Process ◽  
Primary Motivation ◽  
Zero Sum ◽  
Specific Impact

This chapter introduces primary data to illustrate the shift from security to flexibility detailed in chapter 2 and its specific impact upon management practice and culture within the service economy. The theme of the chapter is the quest for profitability and efficiency, embodied in the imposition of performance indicators and targets. The chapter does not offer an exhaustive account of all management practice in the service economy but instead focuses on some techniques which will return in the later discussion of harm. The work process is speeded up and controlled by managers and technology, often at the expense of employee well-being; the use of team briefings that focus on targets and under-performance is criticised by employees; the imposition of targets becomes the primary motivation for employees who seek to maximise their output through a variety of techniques including collusion with non-incentivised staff and coaching customers to provide good feedback. The use of targets also ensures a zero-sum game where many employees are forced to compete for bonuses, an approach which divides the workforce. The evidence here demonstrates the primary motivation behind employer and manager practice; to maximise profitability at all costs.

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