Leaders' Roles in Facilitating Psychologically Healthy Workplaces
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1 Leaders' Roles in Facilitating Psychologically Healthy Workplaces ARLA DAY CN CENTRE FOR OCCUPATIONAL HEALTH & SAFETY SAINT MARY S UNIVERSITY CIRPD WEBINAR OCT 20, 2016
2 Psychologically Healthy Workplaces Leadership & Healthy Workplaces Leading Healthy Workplaces Model Initiatives Leader LEAD PHW-Lead Group Civility (CREW) Individual Work-Life (ABLE) Organization What does it all mean? Overview
3 Acknowledgements Sonya Stevens, Lori Francis (ABLE) Nikola Hartling (ABLE; LEAD) Kevin Kelloway (PHW; MHAT) Krista Randell (PHW) Samantha Penney (PHW-Leaders) Debra Gilin Oore (CREW; PPOC) Michael Leiter & Heather Laschinger (CREW) CN Centre for Occupational Health & safety Saint Mary s University
4 Who we are Healthy & Respectful Workplaces ACT. &. Resilience ABLE & LEAD Coaching Employee Well-being & Effectiveness CREW:. Respect (work groups) Organizational Well-being & Effectiveness About our work developing evidence-based work practices
5 Healthy Workplaces & Workers: What is Employee Health? Lower Levels of: Physical Symptoms Stress & Conflict Negative Mental Health Symptoms Burnout Emotional Exhaustion Cynicism Higher Levels of: Positive Physical Health Indicators Satisfaction, Efficacy, & Engagement Hope, Optimism, Well-being Energy Respect & Integrity Professional Efficacy Arla Day; Please do not distribute without permission.
6 What are Psychologically Healthy Workplaces? Aim to eliminate (or minimize): Negative factors Stress Conflict Toxic Relationships Overload Accidents Etc. Aim to foster & increase: Positive factors Health & Safety Respect Engagement Leadership Balance & Resilience Etc. Arla Day; Please do not distribute without permission.
7 Psychologically Healthy Workplaces are workplaces in which organizational leaders & members: value each other, the work, and the overall organization are dedicated to promoting & supporting the physical & psychological health of each other.while simultaneously incorporating solid business practices to remain as an efficient and productive business entity and having a positive impact on their clients & community treat each other with respect engage in activities that foster the psychological & physical health of all of its workers (Day & Randell, 2014) Arla Day; Please do not distribute without permission.
8 What is a Psychologically Healthy Workplace? Psychosocial environment = work-life balance = leadership = recognition = culture = respect Psychosocial Environment Physical Environment = Health promotion & lifestyle Employee Behaviours & Lifestyles Arla Day; Please do not distribute without permission.
9 What Makes a Healthy Workplace? Health Involvement Safety Employee Functioning Work-Life Balance Culture RESPECT Growth & Development Recognition Organizational Functioning Based on APA, 2007; Day & Randell, 2014; Grawitch et al., 2007; Kelloway & Day, 2005
10 National Standard of Canada for Psychological Health and Safety in the Workplace Psychological protection Physical safety protection Psychological Support Organizational Culture Clear Leadership & Expectations Work-Life Balance Engagement Workload management Health & Safety Standards Civility & Respect Psychological job demands Growth & Development Arla Day, Oct 20, 2016: Webinar-CIRPD Involvement & Influence Recognition & Reward
11 Leaders & Psychologically Healthy Workplaces 1. Leadership & culture seem to be integral to Psychologically Healthy Workplaces models (Day & Randell, 2014; Grawitch et al., 2006; Kelloway & Day, 2005; Nielsen, 2014) 2. Good leadership à positive employee outcomes (Bono et al.,2007; Kuoppala et al., 2008) 3. Poor leadership à negative employee outcomes (Kelloway et al., 2012;Kivimaki et al., 2005) **But leaders may not know how to foster a psychologically healthy workplace (Grawitch et al., 2009) Arla Day; Please do not distribute without permission.
12 Getting Started: How can leaders create healthy workplaces?
13 Healthy Workplace Interventions 1 : Change the Workplace: Resources & Demands 2 : Change Percep5on/Resilience 3 : Treat the Symptoms Day; Please do not distribute or copy.; Based on Sauter et al., 1990
14 Who is Responsible for Healthy Workplaces? Organization Leader LEADERS Group UNION Individual Day, 2016.; Please do not distribute without permission.
15 How can Leaders Create Healthy Workplaces MECHANISMS Culture Environment Resources Demands Competence Self-Care Self-Awareness Leaders Direct Impact Role Modeling Lobbying Educating DIRECT INTERACTION Respect & Trust Communication Support Employees Health Competence Day, 2016; Please do not distribute without permission. Promoting HR Functions Psychologically Healthy Workplace Selection Training Job Redesign/Resources Programs/Policies
16 Dr. Arla Day-SMU-EMBA_PDS-Sept2015- Healthy Workplace Interventions 1 : Change the Workplace/Demands LEADERS 2 : Change Percep5on/Resilience 3 : Treat the Symptoms
17 Integrating Leadership into PHW Interventions ABLE/ ACTion PPOC LEAD PHW-L RIGHT CREW/ WORC PSYCHOLOGICALLY HEALTHY WORKPLACES MHAT
18 Leader-Focused Initiatives PHW-L RIGHT LEAD MHAT PSYCHOLOGICALLY HEALTHY WORKPLACES
19 LEAD Nikola Hartling & Arla Day Transformational Leadership à healthy employee outcomes Leadership behaviours can be trained Phone/Web based coaching program 10 weeks of individualized sessions 6 weeks phone coaching 4 weeks - web-based training & coach s Preliminary results
20 Leadership & Subordinate Well-Being Subordinate Ratings of Leader (N=209) Leaders Transformational Leadership r = -.18* r = -.31** r =.33** Subordinate Self-Report (N=209) Emotional Exhaustion Professional Efficacy Cynicism Day & Hartling, 2016
21 Increasing Leadership Self-Efficacy Leadership Self Efficacy Time 1 Time 2 Intervention Control F(1, 32) = 4.95 p =.033 η 2 =.13 Hartling, Day, & Mackie, 2016
22 MHAT Mental Health Awareness Training Jennifer Dimoff & E. Kevin Kelloway = Training designed to increase leaders awareness of mental health issues at work. After training, leaders demonstrated: Increased knowledge of mental issues More positive attitudes toward individuals with mental health concerns (i.e., less stigmatization) More confidence to deal with individuals with mental health concerns Increased intent to promote mental health in the workplace
23 Fostering a PHW Through Leaders Samantha Penney & Arla Day Effectively Communicates Promotes a Psychologically Healthy Workplace Provides Constructive Feedback Supports Employees Psychologically Healthy Workplace Involves and Develops Employees
24 RIGHT Leadership Health Kelloway, Penney, & Dimoff, In press Involvement Work- Life Balance Culture Safety Growth & Development Recognition Recognition Involvement Growth Health and Safety Teamwork Arla Day; Please do not distribute without permission.
25 Leadership à Groups à PHW Interventions CREW/WORC PSYCHOLOGICALLY HEALTHY WORKPLACES
26 CREW: Civility, Respect, & Engagement at Work 5 Hospitals in ON & NS 8 CREW Groups: N=252; 33 Not CREW Groups: N=874 Process Leiter, Laschinger, Day, & Gilin-Oore, 2009; 2011; 2012 Unit based (instead of individual or organization) Effective facilitation format LEADER Role Modeling Help support others behaviour change Changing own behaviours
27 CREW Outcomes Respect Civility CREW Incivility Absences Trust
28 Supervisor Incivility Intervention Control
29 Why do we behave rudely? Pressure/Frustration Rationale I was so stressed out that I couldn t help myself. Toughness Rationale I need to be tough to create an efficient workplace. Sensitivity Rationale the other person is way too sensitive Reciprocity/The Norm I was just reciprocating the behaviour. It is how we work around here. Arla Day; Please do not distribute without permission. (Leiter, Day, Laschinger, & Gilin Oore, 2010)
30 WORC Worker & Organization Respect & Civility Check-in & Guidance External Coordinator Suggestions & Guidance Arla Day et al.; Please do not distribute without permission. Individual & Group Manuals Group Focus Webinar/ Web Info - Set own guidelines - Identify acceptable behaviours - Learn individual skills - Create initiatives to achieve respectful group goals Background & Education (Internal Facilitator) Check-in & Guidance
31 Leaders &. Individual Initiatives ABLE: Achieving Balance in Life & Employment 10 / 12- week phone-based coaching program Trained coaches Tailored to individual Manual & web resources Leaders Focus on leaders (self-care) Provide resources for employees
32 ABLE Outcomes Recovery ABLE Stress & Depression Healthy Behaviours
33 Leaders & Organizational Initiatives ê Strain ê Absenteeism Healthy Workplace ê Intentions to leave é Engagement Randell, 2009 é Commitment
34 So what does it all mean? ü Leaders à employee health ü Leaders à psychologically healthy workplaces ü PHW components à + organizational & individual outcomes ü Effective leader, group, individual, & organizational programs ü Leaders à civility & respect? Can we improve leader s health?? Is a multi-focus to workplace health the most effective?? How do we integrate these components?
35 Creating Healthy Workplaces Competence Self-Care Self-Awareness MECHANISMS Culture Environment GROUPS Leaders Role Modeling Lobbying Educating DIRECT INTERACTION Respect & Trust Communication Support Employees Promoting HR Functions Day; Please do not distribute without permission.
36 Does it all comes down to? Being treated with respect was more important to employees than recognition and appreciation, communicating an inspiring vision, providing useful feedback or even opportunities for learning, growth, and development BUT even though leaders know that showing respect is critical, many struggle to demonstrate it. Porath: Harvard Business Review, 2015: Study of 20,000 employees across the world
37 6th Annual Occupational Health Psychology Summer Institute 2017 Halifax, Nova Scotia July,
38 Resources smu.ca/centres-and-institutes/cncohs smu.ca/centres-and-institutes/cn-psychologically-healthyworkplace-program youtube.com/user/nshealthyworkplaces apns.ca apapractice.org/psychologically_healthy
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