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In this episode, I discuss a prevalent phenomenon Leaveism. What is it and how can we prevent it?

References:

• Acker, J. (1990). Hierarchies, jobs, bodies: A theory of gendered organizations. Gender & Society, 4(2), 139-158.  
• Albrecht, S. L. (2012). The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance: Test of a model. International Journal of Manpower, 33(7), 840-853.
• Atkinson, C., & Hall, L. (2011). Flexible working and happiness in the NHS. Employee Relations, 33(2), 88-105.
• Bloom, P., & Śliwa, M. (2021). Hacking work: Critically examining the implications of the new discourse and practices of hacking for work intensification and organisational control. Human Relations. 
• Borgkvist, A., Moore, V., Crabb, S., & Eliott, J. (2021). Critical considerations of workplace flexibility “for all” and gendered outcomes: Men being flexible about their flexibility. Gender, Work and Organization, 28(6), 2076-2090.  
• Chesley, N. (2014). Information and communication technology use, work intensification and employee strain and distress. Work, Employment and Society, 28(4), 589-610.
• CIPD. (2021). Health and well-being at work report.
• D’Abate, C. P., & Eddy, E. R. (2007). Engaging in personal business on the job: Extending the presenteeism construct. Human Resource Development Quarterly, 18(3), 361-383.
• Ďuranová, L., & Ohly, S. (2016). Persistent work-related technology use, recovery and well-being processes. Springer International Publishing. 
• Facer, R. L., Jr., & Wadsworth, L. (2008). Alternative work schedules and work-family balance: A research note. Review of Public Personnel Administration, 28(2), 166-177.
• Green, F. (2001). It’s been a hard day’s night: The concentration and intensification of work in late twentieth-century Britain. British Journal of Industrial Relations, 39(1), 53-80.
• Hesketh, I., & Cooper, C. L. (2014). Leaveism at work. Occupational Medicine, 64(3), 146-147.
• Hochschild, A. (1997). The time bind. WorkingUSA, 1(2), 21-29. 
• Houdmont, J., Elliott-Davies, M., & Donnelly, J. (2018). Leaveism in English and Welsh police forces: Baseline reference values. Occupational Medicine, 68(9), 593–599.
• Kelliher, C., & Anderson, D. (2010). Doing more with less? Flexible working practices and the intensification of work. Human Relations, 63(1), 83-106.
• Le Fevre, M., Matheny, J., & Kolt, G. S. (2003). Eustress, distress, and interpretation in occupational stress. Journal of Managerial Psychology, 18(7), 726-744.
• Mazmanian, M. (2013). Avoiding the trap of constant connectivity: When congruent frames allow for heterogeneous practices. Academy of Management Journal, 56(5), 1225-1250.
• Robertson, I., & Cooper, C. L. (2011). Well-being: Productivity and happiness at work. Palgrave Macmillan.
• Rosa, H. (2003). Social acceleration: Ethical and political consequences of a desynchronized high-speed society. Constellations, 10(1), 3-33.
• Toppinen-Tanner, S., Ojajärvi, A., Väänänen, A., Kalimo, R., & Jäppinen, P. (2005). Burnout as a predictor of medically certified sick-leave absences and their diagnosed causes. Behavioral Medicine, 31(1), 18-27.
• Zeytinoglu, I. U., Cooke, G. B., & Mann, S. L. (2004). Flexibility: Whose choice is it anyway? Relations Industrielles/Industrial Relations, 59(4), 555-574.

In this episode, I talked about how coaching can bring out self-awareness. When we see things with different possibilities, we allow ourselves to achieve beyond what we can imagine. 

In this episode, I will discuss what a leader needs to do to improve team spirit or morale.  Self-assessment, re-engage, re-align and re-commit.

References:

• Ishaq, E., Bashir, S. and Khan, A.K. (2021), Paradoxical Leader Behaviors: Leader Personality and Follower Outcomes. Applied Psychology, 70: 342-357. https://doi.org/10.1111/apps.12233
• Zhang, Y., & Liu, S.M. (2021). Balancing employees’ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective. European Management Journal, Vol 40 (1), 127-136
• Thuan, L.C. and Thanh, B.T. (2020), "Leader knowledge sharing behavior and follower creativity: the role of follower acquired knowledge and prosocial motivation", Journal of Workplace Learning, Vol. 32 No. 6, pp. 457-471.
• Jiang, J., Gao, A., & Yang, B. (2018, January 1). Employees’ Critical Thinking, Leaders’ Inspirational Motivation, and Voice Behavior: The Mediating Role of Voice Efficacy. Journal of Personnel Psychology, 17(1), 33–41.

In this episode, I discussed self-awareness. We hear this frequently in the workplace, but what should we be mindful of when it comes to self-awareness? I share some strategies to become more self-aware of yourself, your thoughts, perceptions, and how to work and create relationships with others effectively.

The book cited the Interest-Based Relational Approach.
Fisher, R., Ury, W., & Patton, B. (2006). Getting to yes – Negotiating Agreement without giving in. Penguin Putnam.

Some of the ideas shared were taken from The Communication Cycle from Michael Argyle's - The Social Psychology of Work.

Please find the research mentioned in this episode below

• Timms, C., Brough, P., & Graham, D. (2012). Burnt‐out but engaged: the co‐existence of psychological burnout and engagement. Journal of Educational Administration.
• Freudenberger, H. (1974), “Staff burnout”, Journal of Social Issues, Vol. 30, pp. 159-64.
• Maslach, C., Schaufeli, W.B. and Leiter, M.P. (2001), “Job burnout”, Annual Review of Psychology, Vol. 52, pp. 397-422.
• Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel selection in organizations: 71–98. San Francisco, CA: Jossey-Bass
• Wang, G. and Lee, P.D. (2009), “Psychological empowerment and job satisfaction: an analysis of interactive effects”, Group and Organization Management, Vol. 34, pp. 271-96.
• Laschinger, H.K.S. and Finegan, J. (2005), “Using empowerment to build trust and respect in the workplace: a strategy for addressing the nursing shortage”, Nursing Economics, Vol. 231, pp. 6-13. Laschinger, H.K.S., Finegan, J., Shamian, H. and Wilk, P. (2004), “A longitudinal analysis of the impact of workplace empowerment on work satisfaction”, Journal of Organizational Behavior, Vol. 25, pp. 527-45.
• May,D.R., Gilson, R.L. and Harter, L.M. (2004), “The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work”, Journal of Occupational and Organizational Psychology, Vol. 77, pp. 11-37.

Please find below the research cited in this episode.

Beetham, J. and Okhai, L. (2017) Workplace Dyslexia & Specific Learning Difficulties—Productivity, Engagement and Well-Being. Open Journal of Social Sciences, 5, 56-78.

https://doi.org/10.4236/jss.2017.56007