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The author, CEO of a global enterprise, set out to explore the impact of employee and manager relationships on engagement. Her goal was to then determine strategies to improve these relationships to boost engagement.

The author first reviewed studies regarding the impact of engaged employees on businesses and the role of employee and senior relationships with regards to this. She then explored the most effective approaches to improve these relationships and thereby employee engagement.

While it is not the only factor involved, there is a clear correlation between the relationships between employees and business leaders and employee engagement. There are several strategies businesses can adopt to improve the communication between these parties and remove hierarchical barriers, which will in turn improve employee engagement.

The value was in demonstrating that there are a wide variety of strategies businesses can use to improve engagement, using technology as well as traditional methods to ensure they reach all members of staff.

The purpose of this paper is to explore the development of the Greater Manchester Good Employment Charter – a top-down soft regulation initiative that has been framed as a “movement” to promote good employment across the local area.

The research draws on 24 semi-structured interviews with policy officers, trade unions, employers and civil society actors and various professional and employer bodies who have been involved in the charter since its inception. The interview data are complemented by documentary analysis.

The findings underline the importance of institutional factors such as political access points and the mobilising structures of the state in creating a space for progressive employment policies such as charters to emerge. We also find that the framing of the charter as a mechanism to achieve both social justice and improved productivity allows diverse actors to engage, but at the same time this results in a degree of ambiguity over the normative and substantive reference points for “good employment”.

The article contributes to our understanding of the changing nature of top-down political initiatives that seek to change business practices by engaging a wide range of stakeholders as Allies not adversaries. We argue that while charters are a potentially useful demand side intervention, in the absence of significant workplace or grassroots engagement and without coordinated mechanisms of monitoring and enforcement, their effects on low wage labour markets will be limited.

The research studies the role of contextual moderating variables on the relationship between person-oriented leadership behaviors (POLBs) and team performance. The authors claim that the varying effect sizes between POLBs and team performance are large because of the context the team is functioning in. Therefore, based on the framework of Johns (2006), this paper aims to investigate the moderating role of the relevant demographic (leader gender), social (in-group collectivism and team size), task (skill differentiation) and methodological (common method bias and the rater of the team performance) contextual variables in the study.

The authors accumulated evidence from 48 independent primary studies (N team = 4,276) to run the meta-analytic analyses. The authors followed the procedures described by Schmidt and Hunter (2015). For the categorical moderators, the analyzes were aided by the Hunter–Schmidt meta-analysis programs (2.0) (Schmidt and Le, 2014), which is an interactive software using a random-effects model. In the analyzes for the continuous moderators, the authors used Lipsey and Wilson’s (2001) statistical package for the social sciences macros and run meta-regressions using a random-effects model with unrestricted maximum likelihood.

The results indicate that the relationship weakens when female leaders exhibit these behaviors and when the team size increases. On the other hand, in-group collectivism strengthens the relationship. The study also found that the common method bias and the assessment method of the team performance are significant moderators altering the relationship.

The study highlights the perceptual differences and biases based on leader gender. Acknowledging these biases may help practitioners to appreciate the female qualities in leadership and decrease the undervaluation of female effectiveness. To create high-performing teams, leaders in high in-group collectivist countries are expected to develop a family feeling in the team by showing their concern for personal issues and build close interpersonal relationships. Researchers should use multiple sources to assess the predictor and criterion variables and also opt for more objective assessment methods for team performance.

With this study, the authors follow a substantively different perspective compared to the past meta-analytic reviews on this relationship. Rather than testing the inquiry whether there is a relationship between the two variables, the authors specifically focus on the role of contextual moderating variables. Several researchers have acknowledged that contextual considerations are critical in leadership-team performance research. Nevertheless, the body of research remains to be not cohesive. Thus, the study answers a call in the leadership area for a more context-based and cohesive understanding of the effects of leadership on team performance.

This chapter considers the disruption in employment and job growth due to the pervasive adoption of cognitive technologies that substitute for or augment humans. The educational system, which operates on regulated and prescribed practices for many academic majors, will be tested by rapidly changing requirements to be gainfully employed. Disruption, due to technological advances of cognitive systems, will be a constant in graduates’ professional life. We make a case for the adaptive innovator or T-shaped professional as the individual best suited to adapting to disruptions and constant change. Emphasis is placed on the importance of internships and co-ops as the strongest learning strategy institutions can use if they adjust their program practices for longer, continuous learning periods, and higher outcome expectations.

The purpose of this paper is to understand how women with a diagnosis of schizophrenia or bipolar disorder approach medication decision making in pregnancy.

The study was co-produced by university academics and charity-based researchers. Semi-structured interviews were conducted by three peer researchers who have used anti-psychotic medication and were of child bearing age. Participants were women with children under five, who had taken anti-psychotic medication in the 12 months before pregnancy. In total, 12 women were recruited through social media and snowball techniques. Data were analyzed following a three-stage process.

The accounts highlighted decisional uncertainty, with medication decisions situated among multiple sources of influence from self and others. Women retained strong feelings of personal ownership for their decisions, whilst also seeking out clinical opinion and accepting they had constrained choices. Two styles of decision making emerged: shared and independent. Shared decision making involved open discussion, active permission seeking, negotiation and coercion. Independent women-led decision making was not always congruent with medical opinion, increasing pressure on women and impacting pregnancy experiences. A common sense self-regulation model explaining management of health threats resonated with women’s accounts.

Women should be helped to manage decisional conflict and the emotional impact of decision making including long term feelings of guilt. Women experienced interactions with clinicians as lacking opportunities for enhanced support except in specialist perinatal services. This is an area that should be considered in staff training, supervision, appraisal and organization review.

This paper uses data collected in a co-produced research study including peer researchers.

This study puts focus on teaching and learning attitudes in two schools, one in England and other in Sweden. The purpose is to highlight and problematize teaching and learning in a changing society and find out what happens when two school cultures learn from each other. In Sweden, the attitude is “entrepreneurial learning” and in England “personal learning and thinking skills,” different names, but the same underpinning approach to teaching and learning. This chapter is based on an “open” questionnaire, classroom observations and group interviews with teachers. In our way of analyzing the material, we have chosen the concepts dualistic and integrative perspective on knowledge and school development. Following themes was visualized: authority – authoritarian, interest – meaninglessness, and control – trust. Results show both similarities and differences between the two countries. However, the most unexpected result was what the teachers focused on in the classroom. The Swedish teachers paid more attention to the relationship to the students, while the English teachers focused more on the relationship to learning.

Complex and sudden change that healthcare organizations often have to respond to, such as during the recent pandemic, can create major disruptions and a prolonged state of alert. Although the impact of such crises can be predominantly negative, rapid adjustments during this time can also yield positive change that can support organizational response to crisis, if managed well. Using insights from organizational learning and organizational change theory, the aim of this study was to understand organizational learning during sudden change. Specifically, the authors aimed to understand the experiences and types of gains and losses in the processes of complex and disruptive change in one large healthcare organization in the UK.

Focus group data were used from 23 focus group discussions with 575 participants representing all functions and departments in one Healthcare Trust.

The participants revealed the rich gains, losses, and lessons experienced in response to sudden change that can promote organizational learning. Perceived losses are more likely to drive a desire to refreeze “back to normal” and perceived gains more likely to lead to an emphasis on embedding gains and changing to better. Therefore, on balance, the substantial, in number and variety, gains and learnings point to a learning organization. This is an essential attribute for responding to disruptive change successfully and facilitating organizational recovery in a post-pandemic world.

The findings highlight the importance of timely harnessing of the organizational learning emerging from crises and how this can inform a more resilient organization, as well as supporting sustainable organizational cross-learning.

By extending these insights on workers’ adaptation to sudden change, the findings can help to advance the science and practice of organizational learning and support organizational recovery, especially as they describe the new status in UK healthcare organizations.

Based on the structural theory of tensions between bureaucratic and professional control, many analyses of recent educational reforms argue that teachers and administrators typically adhere to divergent views of governance. Others argue that conflict between administrators and teachers is not inevitable. The degree of competition among professions is affected by the nature of institutional and occupational differentiation and by particular cultural and historical forces in different societies. This study examines the way teachers and principals in a representative sample of Israeli schools view current and preferred control over school curricula in the wake of a decade and a half of decentralization reforms. Our findings show institutional variation in the degree of conflict between the perceptions and preferences of teachers and principals in secondary and elementary schools and major differences in perceptions and preferences by school level. These findings reflect the interplay of occupational segmentation, the functional differentiation of educational institutions, and government policies in Israeli society.