August 2024
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11 Reads
Academy of Management Proceedings
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August 2024
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11 Reads
Academy of Management Proceedings
August 2024
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3 Reads
Academy of Management Proceedings
August 2024
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12 Reads
Academy of Management Proceedings
April 2024
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59 Reads
Work
Background: Health and Social Care (HSC) workers face psychological health risks in the workplace. While many studies have described psychological injuries in HSC workers, few have examined the determinants. Previous research has primarily focused on hospitals, lacking systematic reviews of community-based settings. Objective: To systematically identify and appraise current evidence on the determinants of psychological injuries among HSC workers in community settings. Methods: Searches were conducted in three bibliographic databases, supplemented by citation searches. Included studies focused on community-based HSC workers, reporting statistical associations between psychological injury and personal, health, occupational, or organizational factors. Quantitative studies published in English between January 1, 2000 and August 15, 2023 were included. Quality appraisal was undertaken using the JBI critical appraisal checklist. Results: Sixty-six studies were included. Study quality was highly variable, and all studies were cross-sectional. Twenty-three studies linked psychological injury with occupational factors (e.g. low job control, high job demands and low job satisfaction). Thirteen studies observed an association between work environment and psychological injury, and a further eleven between workplace social support and psychological injury. Fewer studies have examined the relationship between psychological injury and personal/individual factors. Conclusion: Occupational and organisational factors are significantly associated with psychological health among HSA workers, in community settings. These aspects of job design, work environment and workplace relationships are modifiable, suggesting an opportunity for work design interventions to improve workers' psychological health and reduce the prevalence of psychological injury in this sector.
January 2024
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1 Read
Higher education should be a place for students to innovate, create, and expand their horizons, and in order to create an environment which allows for all these things, tutors need to be able and willing to do the same.This practical and informative book explores how a diverse range of tutors working in the Arts and Humanities disciplines have succeeded in thinking creatively about their teaching, module design, and extra-curricular activities without losing sight of necessary academic rigour. The book explores: · experimental learning environments · student and lecturer collaborations · the development of students’ employability and transferable skills · creative and imaginative assessment design · embedding mental wellbeing techniques into curricula The varied roles, subjects, and locations of the contributors enables rigorous and diverse international exploration of creative pedagogy in higher education and the book will particularly appeal to those looking to bring creativity to higher education.
November 2023
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47 Reads
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2 Citations
Australian Journal of Management
In Australia and worldwide, healthcare is experiencing a workforce crisis, making the maintenance or improvement of job satisfaction a critical focus for healthcare leaders. This study examines how healthcare leaders influence followers’ affective experience by regulating their followers’ emotions. Building on Affective Events Theory and Conservation of Resources Theory, we investigate the influence of leaders’ use of cognitive reappraisal and expressive suppression strategies on follower affect and job satisfaction. Data were collected from 337 healthcare workers and 54 leaders over two timepoints. Leaders’ reappraisal increased followers’ job satisfaction whereas suppression decreased job satisfaction (controlling for followers’ own emotion regulation strategies). These effects were mediated by followers’ affect and moderated by followers’ capacity to cope with change. Our results provide new theoretical and practical insights into how healthcare leaders regulate followers’ emotions. JEL Classification: D23, J24, M50
August 2023
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22 Reads
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1 Citation
Academy of Management Proceedings
August 2022
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1 Read
Academy of Management Proceedings
August 2022
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97 Reads
Academy of Management Proceedings
August 2021
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239 Reads
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4 Citations
Academy of Management Proceedings
Abstract There is growing evidence that, in organizational settings, mindfulness brings both intra- and inter-individual benefits for employees. Recent years have seen an increase in research on mindfulness specifically within leadership contexts. In this study, we draw on self-determination theory (SDT) to assess the influence of leaders’ mindfulness on both follower and leader effectiveness outcomes (performance, resources/viability, and wellbeing). Using state-of-the-art two-stage structural equation modelling, we meta-analytically assess the role of leadership processes that reflect an autonomy-supportive approach (e.g., values-based leadership, transformational leadership, and leader-follower relations) in mediating these effects. Our meta-analytic findings across 51 longitudinal and correlational studies of workplace leaders (393 effect sizes; 9,425 participants) provide support for the hypothesized mediation. Across 25 intervention studies (182 effect sizes; n = 1,254 participants) we find corroborating evidence for the effect of mindfulness interventions on autonomy-supportive leadership processes and leader effectiveness outcomes. We highlight substantive and methodological issues that need to be addressed in order to advance this line of research.
... When looking across disciplines (not only psychology), key terms being used include (but are not limited to) extrinsic emotion regulation (Gross, 2015b;Kunst, 2023;Kunst et al., 2024;MacCann et al., in press;Nozaki & Mikolajczak, 2020;S. Walker, 2024;S. ...
November 2023
Australian Journal of Management
... 41 Recently, researchers have begun to pay attention to the role of mindfulness in the leadership context. 42,43 For example, a meta-analysis of 25 intervention studies with 1254 participants found that mindfulness can improve leadership effectiveness outcomes such as job performance and well-being of both leaders and followers. 42 Furthermore, leader mindfulness has been found to result in various leadership outcomes such as increased transformational leadership and servant leadership, and leaders' own well-being and performance. ...
August 2021
Academy of Management Proceedings
... Despite the pervasiveness of the behavior, it is difficult to predict since most research on the topic is relatively new [8]. Inappropriate behavior and its associated costs and consequences must be reduced or eliminated, because organizations with higher incidences of inappropriate behavior are less effective [10]. Organizations must establish a positive atmosphere that guarantees the rights of all employees to a workplace free from not just violence but other forms of inappropriate behavior. ...
November 2013
Academy of Management Proceedings