– Highlights the power of positive emotions in helping to build individual and organizational success.
Abstract
Purpose
Highlights the power of positive emotions in helping to build individual and organizational success.
Design/methodology/approach
Explores the meaning of positive emotions, how they can be promoted at individual and organizational level and the benefits they can bring to the individual and organization.
Findings
Advances the view that positive emotions can benefit physical health, mental well-being and the ability to flourish, creativity, resilience, the mood of others, positive memories and relationships.
Practical implications
Argues that the positive emotions of the workforce can improve the organizational culture and improve organizational performance.
Social implications
Demonstrates that around three positive emotions are needed to balance out each negative emotion and shows that positive emotions can be stimulated through having new experiences and through acts of kindness and gratitude.
Originality/value
Extends psychological thinking on positive emotions to the workforce and workplace.
Details
Keywords
Sonia Udod, Pamela Baxter, Suzanne Gagnon, Vicki Charski and Saba Raja
The purpose of this paper is to assess the extent to which the LEADS Framework guided health-care leaders through organizational change and the COVID-19 pandemic in a western…
Abstract
Purpose
The purpose of this paper is to assess the extent to which the LEADS Framework guided health-care leaders through organizational change and the COVID-19 pandemic in a western Canadian province.
Design/methodology/approach
A qualitative exploratory inquiry assessed the extent to which health leaders applied competencies that aligned with the LEADS Framework. A purposeful sample of 22 health-care leaders participated in the study representing senior, mid-level and front-line health-care leaders in various health-care organizations to ensure diverse representation of leader competencies. The authors conducted semi-structured interviews to collect the data and used Braun and Clarke’s (2006) six-phase approach to guide data analysis.
Findings
The analysis suggests that health-care leaders found Engaging with Others and Developing Coalitions were the most critical themes of the LEADS Framework for change management and for navigating the COVID-19 pandemic. Findings reveal that during transformational change and a crisis context, leaders embrace relational approaches to adapt and improve performance in dynamic organizations.
Practical implications
These findings have implications for a relational approach to improve teamwork and decrease emotional strain; a focus on mobilizing and sharing power with nurses; and educational programs to advance relational and self-management skills, shared leadership, communication, change management, human resource and talent development as critical learning components for current and future health-care leaders.
Originality/value
The LEADS Framework is used to examine how health-care leaders responded to transformational change in the organization while situated in a pandemic context.
Details
Keywords
Daphna Birenbaum‐Carmeli, Yoram S. Carmeli and Rina Cohen
Provides a comparison of the press coverage of the introduction of IVF in different contexts, giving a vantage point for examining the variability and the context‐dependence of…
Abstract
Provides a comparison of the press coverage of the introduction of IVF in different contexts, giving a vantage point for examining the variability and the context‐dependence of the issue. Sheds some light on the cultural‐political‐social problems that the new technology entails. Contrasts the differences between Canada and Israel, showing that both countries endorse modern technology in the field of medidine: in both countries, IVF was imported about the same time and both used the US and Britain as a frame of reference and model rather than local developments. Shows the cultural differences of how each culture embraced the new technology.