Flourishing, positive mental health and well‐being: how can they be increased?

Norriss, Hugh

doi:10.5042/ijlps.2010.0638

Cited by 6 publications

(4 citation statements)

References 5 publications

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“…There is some evidence that positive leadership results in increased flourishing (Norriss, 2010;Dhiman, 2011). Also Beck (2004) argues that positive leadership behaviors such as competence, integrity, consistency, courage, and humility, which are the result of focusing on what followers want, result in flourishing.…”

Section: Hypothesis 1 Optimism Positively Influences Positive Leadermentioning

confidence: 99%

Positive Leadership: Its Nature , Antecedents and Consequences

Zbierowski

Góra

2014

JPM

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Purpose: The fi eld of Positive Organizational Scholarship (POS) experiences recently a dynamic growth. Many conceptual frameworks are created and empirically tested. Recently the model of positive orientation with positive leadership as one of its dimensions has been conceptualized and operationalized. The purpose of the paper is to measure the infl uence of some of the antecedents on positive leadership and the impact of positive leadership on some of its consequences.Methodology/approach: Among antecedents we have chosen life orientation and resilience. Life orientation assesses individual diff erences in generalized optimism versus pessimism, resilience is the ability to bounce back or recover from stress. Among consequences we have chosen fl ourishing, satisfaction with life and subjective happiness. We test the conceptual model in the quantitative research with the use of reliability, correlation and linear regression methods. Findings:Research results show that both optimism and high resilience positively infl uence positive leadership which in turn impacts fl ourishing, satisfaction with life and subjective happiness. Implications/limitations:The results provide implications mainly for research and business practice. Implications for research include directing attention at some of the relations that have not been researched before. Research results provide practical recommendations on how to shape positive leadership and, in turn build positive outcomes in employees' lives. Originality/value: Some of the relationships presented in the paper have not been researched yet. The main value of the paper is taking the next step in uncovering the nature, antecedents and consequences of positive style of leadership.

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Section: Hypothesis 1 Optimism Positively Influences Positive Leadermentioning

confidence: 99%

Positive Leadership: Its Nature , Antecedents and Consequences

Zbierowski

Góra

2014

JPM

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“…Also, the health focused leader as role model (Bandura, 1969; Gray, 2011) should encourage other employees to develop their own and their colleagues’ resilience and wellbeing, and encourage take-up of wellbeing interventions in the workplace (Bauer and Jenny, 2017). This resilient leader role model becomes someone who is resourceful (Peterson, 1993; Norris, 2010) enough to overcome the fear of asking for help, and whose authenticity extends to admitting his or her vulnerability (Ladkin, 2010):Leaders provide the role model of wellbeing and of how we are “allowed” to be at work, leaders who aren’t resilient – won’t last and will devastate their teams(Participant).…”

Section: Discussion Of Findingsmentioning

confidence: 99%

The resilience and wellbeing of public sector leaders

Gray

Jones

2018

IJPL

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Purpose Wellbeing at work inspires global interest (WHO, 1997, 2010) which shapes international wellbeing whilst ensuring national wellbeing initiatives are devolved. This study is set in Wales, UK; the findings, however, are of interest to the global community as they present ways in which health promotion practices that are essentially salutogenic in nature (Antonovsky, 1987; Mittlemark and Bauer, 2017), may be operationalised through leadership development. The study is contextualised during a time of perceived public service overwhelm, and the purpose of this paper is to explore how a salutogenic model (Gray, 2017) captures a leadership narrative shaped by workplace stress, informing what the authors know about the resilience and wellbeing of leaders. Design/methodology/approach The salutogenic model used in this exploratory study is based on the theories of Antonovsky (1979, 1987), and the conceptual work of De la Vega (2009). Participants were invited to take part in qualitative conversations, designed to explore leadership from a sense of coherence (SoC) perspective, and identify resilience and wellbeing descriptors across sectors. The data represented the lived experience of leader’s resilience and wellbeing within their work role. A purposeful sample of leaders (N=356) were invited to take part in the project, others were suggested as part of a snowball sampling approach (N=36). The overall participant numbers were N=68. Findings Using the SoC framework to explore resilience and wellbeing in terms of leadership, enabled participants to make sense of a stressful workplace environment, and share experiential knowledge that contributes to leadership development. The narrative that emerges is one in which leaders are feeling overwhelmed, and the broader influences of BREXIT, workforce and service user demographics, and organisational change are challenges to sustaining resilience. Participants suggest that leaders need to develop self-knowledge/awareness first, and role model the “resilient and well leader” to others. Research limitations/implications The limitations of this study relate to the fact that given the potential for participation was nearer 400 leaders, the N=68 participants could not be deemed large enough to generalise the findings. However, this was a scoping study exercise, designed to explore resilience and wellbeing through SoC conversations and to surface descriptors that would add to what the authors know about contemporary leadership. The study could be improved in the future by the collection of more descriptors, and where practical segmentation of descriptors may provide further insight in terms of comparison between professions/sectors. Practical implications The authors know that leadership is linked to positive and negative outcomes for employees; it is, therefore, prudent to consider how the authors can support both current and future leaders, to incorporate their own and others’ resilience and wellbeing into their leadership repertoire. This may well be best facilitated through health leadership which is known to have a positive association in determining the psychological climate of the workplace. Leadership authenticity means leaders should be able to ask for help, if leaders are struggling with that, then the authors need to examine leadership from a cultural perspective. In practical terms, the generalised resistance resources (GRRs) put forward by the participants may also form local as well as national wellbeing action plans for the future. Social implications Leadership is socially constructed within the organisational context, and the resilience and wellbeing of leaders is affected by the organisational health determinants in the working environment. If the authors are to consider how leaders are to develop an SoC for themselves and others, the authors need to attend to how the leader learns in the context. This is because their SoC is also shaped by the challenges they experience, and socio-constructed learning becomes neurologically embedded, so that ways of thinking, feeling and behaving are reinforced and exhibited over and over again. Originality/value This exploratory study demonstrates the efficacy of the salutogenic model to stimulate dialogue about a potentially sensitive subject. Many of the answers rest with the leaders themselves. The authors held conversations with leaders from the public services in Wales, identified “best self” and “peripheral” variables that leaders manifest across the various organisations they lead, and leaders produced a range of GRRs to support resilience and wellbeing across sectors in the future. There is a growing recognition that in terms of health leadership capability, there will be a premium on knowledge capital that pertains to improving the resilience and wellbeing of employees.

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“…Finally, the aim of the last session was to integrate the virtues and values of the aspects of flourishing into participants' life, reinforcing the idea of human development. The session would encourage the participants to reflect on their role in life and assume responsibility for their lives and situations through text reading and group discussions (25,67,68).…”

Section: Session : Flourishingmentioning

confidence: 99%

Development of a comprehensive flourishing intervention to promote mental health using an e-Delphi technique

Gonçalves

Braghetta²,

Alvarenga³

et al. 2023

Front. Psychiatry

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BackgroundAlthough observational studies have already shown promising results of flourishing, a broader concept of health based on positive psychology, there is still a gap in the literature regarding studies that combine different topics of flourishing in a single intervention.ObjectivesTo develop a comprehensive and integrate intervention based on positive psychology gathering different topics of flourishing to improve mental health outcomes in individuals with depressive symptoms.MethodsThe following steps were performed: (1) a comprehensive literature review; (2) the designing of a 12-session group intervention based on the values, virtues, and topics of flourishing; (3) assessment of the rationale, coherence, and feasibility by a panel of healthcare professionals answering semi-structured questions, and (4) application of an e-Delphi technique including mental health experts to reach a consensus of at least 80% for each item of the protocol.ResultsA total of 25 experts participated in the study, 8 in the panel with semi-structured questions and 17 in the e-Delphi technique. A three-round e-Delphi technique was required to reach a consensus for all items. In the first round, a consensus was reached for 86.2% of the items. The remaining items (13.8%) were either excluded or reformulated. In the second round, a consensus was not obtained on one item, which was reformulated and approved in the third round. Qualitative analyses of the open questions were performed and suggestions for the protocol were considered. The final version of the intervention was composed of 12 weekly group sessions with 90-min each. The topics included in the intervention were physical and mental health, virtues and character strengths, love, gratitude, kindness, volunteering, happiness, social support, family, friends and community, forgiveness, compassion, resilience, spirituality, purpose and meaning of life, imagining the “best possible future,” and flourishing.ConclusionThe flourishing intervention was successfully developed using an e-Delphi technique. The intervention is ready to be tested in an experimental study to verify its feasibility and effectiveness.

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Flourishing, positive mental health and well‐being: how can they be increased?

Cited by 6 publications

References 5 publications

Positive Leadership: Its Nature , Antecedents and Consequences

Positive Leadership: Its Nature , Antecedents and Consequences

The resilience and wellbeing of public sector leaders

Development of a comprehensive flourishing intervention to promote mental health using an e-Delphi technique

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