Online Program	Session Type: PDW Workshop Program Session: 109 | Submission: 12942 | Sponsor(s): (PNP, HCM) Scheduled: Friday, Aug 9 2019 10:15AM - 12:15PM at Hilton Boston Back Bay in Belvidere Ballroom, Salon A   Positive Leadership Skills to Maximize Performance of Public Sector Professional Emotional Labor Leadership for Professional Emotional Labor	View Map
Participant: Yvonne Brunetto, Southern Cross U. Participant: Ivano Bongiovanni, Adam Smith Business School, U. of Glasgow Participant: Adina Dudau, U. of Glasgow Adam Smith Business School Participant: Irene Georgescu, U. of Montpellier Participant: Georgios Kominis, U. of Glasgow Participant: Heather J. McGregor, Heriot Watt U. Participant: Chiara Saccon, U. Ca' Foscari of Venice Participant: Elisabetta Trinchero, CERGAS SDA Bocconi Participant: Paresh Wankhade, Edgehill Uniiversity, UK
Public managers are expected to provide appropriate leadership to negotiate a strategic growth path and support employees in adopting necessary changes. The sector is characterised by increasing work intensification, work harassment; low employee wellbeing and high turnover, even for professionals. Additionally, the helping professionals are over-represented in public/NFP work places (such as nurses, doctors, paramedics, social workers). They are also over-represented in the types of employee groups listed as having the highest level of stress-related workers compensation claims in Australia (SafeWork Australia, 2013). If we accept that the helping professions employ emotional labor, then Sloan’s (2012) and OECD’s (2006) findings, that emotional labor is responsible for higher than average negative work outcomes (stress, burnout and high turnover intention) are noteworthy. We have found an antidote in Positive Organisational Behaviour (POB), using evidence-based processes to identify, measure and pursue growth in employees’ positive attributes as well as those within organisations (Luthans, 2002). Typical POB variables include Psychological Capital (PsyCap) and Authentic Leadership (AL). Using this framework, we explore evidence based strategies for building emotional resilience and increasing employee wellbeing. The likely outcomes of this workshop are: (1) new knowledge and skills about authentic leadership and its positive impact on personal and employees’ emotional resilience; and (2) new knowledge and skills about how to increase employees’ psychological capital and wellbeing.
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