Ensuring Collective Action Builds Better Public Policy DOI
Christopher Allan Lukasik

Advances in logistics, operations, and management science book series, Journal Year: 2024, Volume and Issue: unknown, P. 205 - 226

Published: Nov. 15, 2024

This chapter spotlights an organization development project in a gender-based violence “The Consortium,” specifically focusing on its public policy work. examines how knowledge management was used as tool to reimagine the process grassroots advocates were engaged. The uses example organizations can center their boots-on-the-ground workers root base lived experience, and has in-depth discussion similar roles engage people beyond gender binary, who are usually un(der)represented or misrepresented policy. results of highlight four main findings that describe barriers (time, nonprofit status concerns, “not our work,” disinterest) those brought forth three action steps implemented (office hours, prompt, information database). Throughout case study, lessons for similarly structured explained.

Language: Английский

Authentic leadership – for better and for worse? Leader well-being and inconsistency as moderating factors in the relation between daily authentic leadership and follower well-being DOI Creative Commons

Astrid. I. Macamo,

Kai N. Klasmeier

European Journal of Work and Organizational Psychology, Journal Year: 2024, Volume and Issue: unknown, P. 1 - 11

Published: June 4, 2024

Despite comprehensive insights on favourable outcomes of authentic leadership for followers, there is a limited understanding about boundary conditions leadership. Leaders' decreased well-being (i.e. high trait emotional irritation and low work engagement) or inconsistency in may attenuate the relation between follower engagement). We tested these assumptions using daily diary study design over five consecutive working days with sample 64 leaders 162 followers. found partial support cross-level moderation across days, as was related to engagement (but not irritation) when low. Contrary our predictions, neither leader nor attenuated well-being. The results point out importance consistency behaviour. However, do need be overly concerned negative consequences followers they lead authentically while having reduced

Language: Английский

Citations

5
A qualitative investigation of contemporary leadership models for sustainable businesses in times of crises DOI
Sunakshi Gupta, Aubid Hussain Parrey, Suchita Jha

et al.

International Journal of Systems Assurance Engineering and Management, Journal Year: 2024, Volume and Issue: unknown

Published: Sept. 19, 2024

Language: Английский

Citations

0
The person behind the mask: supervisor-subordinate relationships and well-being at work DOI

C. Cabral-Cardoso,

Reinaldo Sousa Santos

Management Research The Journal of the Iberoamerican Academy of Management, Journal Year: 2024, Volume and Issue: unknown

Published: Oct. 9, 2024

Purpose Taking the subordinates’ perspective, this paper aims to explore supervisor-subordinate relationships and how daily interactions, personal ties connections with supervisors contribute more significantly, positively or negatively, well-being. Design/methodology/approach This exploratory study is based on thematic analysis of data collected from two rounds in-depth semi-structured interviews 21 participants in a Portuguese utility company. Findings The perceptions nature quality their were found have considerable effects Positive identified when subordinates feel emotionally supported believe that truly care about them are genuinely willing listen concerns, but most significant well-being produced perceived authenticity supervisor allows relationship evolve into state relational closeness, connect person-as-real, human being behind mask who playing supervisory role. These findings reflect features cultural setting where was conducted. Originality/value provides evidence support argument better understanding requires an integrated approach considers valuable contributions different literatures theoretical frameworks multiple dimensions relationship, including non-work dimensions. particularly relevant contexts these might play critical role work relations.

Language: Английский

Citations

0
Ensuring Collective Action Builds Better Public Policy DOI
Christopher Allan Lukasik

Advances in logistics, operations, and management science book series, Journal Year: 2024, Volume and Issue: unknown, P. 205 - 226

Published: Nov. 15, 2024

This chapter spotlights an organization development project in a gender-based violence “The Consortium,” specifically focusing on its public policy work. examines how knowledge management was used as tool to reimagine the process grassroots advocates were engaged. The uses example organizations can center their boots-on-the-ground workers root base lived experience, and has in-depth discussion similar roles engage people beyond gender binary, who are usually un(der)represented or misrepresented policy. results of highlight four main findings that describe barriers (time, nonprofit status concerns, “not our work,” disinterest) those brought forth three action steps implemented (office hours, prompt, information database). Throughout case study, lessons for similarly structured explained.

Language: Английский

Citations

0