1 / 16

Leading for Health

Leading for Health. Dr. Joel B. Bennett Organizational Wellness and Learning Systems. LeadWell~LiveWell. Workplace managers and executives can present significant medical savings to an organization through three positive paths of influence:

rory
Download Presentation

Leading for Health

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leading for Health Dr. Joel B. Bennett Organizational Wellness and Learning Systems Dr. Joel Bennett ~ owls@charter.net

  2. LeadWell~LiveWell • Workplace managers and executives can present significant medical savings to an organization through three positive paths of influence: • (1) they provide supportive supervision and positive leadership, a known health protective factor in the work environment; • (2) they model heart healthy life-styles to associates (role modeling); • (3) managers and executives make decisions about providing EAP/health promotion programs. Dr. Joel Bennett ~ owls@charter.net

  3. Executive health is not simply a personal issue; it has collective consequences for all members of any organization who depend upon the strength, experience, skills, and insights of its leaders… One strong, healthy executive in a key organizational position can serve as a primary prevention agent for tens, hundreds, and even thousands of employees who serve under his or her wing. Therefore, the interests of the organization as well as its individual executives are served well by the preventive health management of its executive cadre. (Quick et al., 2002; pp. 41-42)

  4. Outline • A Taxonomy for Leader Health • APEX Study and The Ripple Effect • Literature Review (sample) • Apply occupational health to Leader  Associate Impact (CVD Research) • Job Strain (Demand/Control) • Effort-Reward Imbalance • Two Prevention Models • Lead Well: Heart-Centered Leadership • Live Well: Executive Health Model Dr. Joel Bennett ~ owls@charter.net

  5. Taxonomy: 3 Key distinctions • Managers own health (constructs and measurement) • Causal Factors (genetic, social, job, career, life-style) • The impact of managers own health • On his/her performance (engagement) • On employees (engagement) • Manager Decisions: Factors Impact ee Health • Job Design (Organization of Work) • Health Promotion (promote programming) • Normative Influences • Extra-organizational (industry norms, career stage) • Intra-organizational (bosses, peers, subordinates) Dr. Joel Bennett ~ owls@charter.net

  6. APEX-Study Resultswww.apex.gc.caASSOCIATION OF PROFESSIONAL EXECUTIVESOF THE PUBLIC SERVICE OF CANADA Leaders tend to attribute personality and lifestyle factors for most health absenteeism rather than organizational factors for which they are responsible. Despite all of the evidence to the contrary, they more often point to family issues as being the source of work /family conflict. The effect of the continuing mis-attribution of causality leads to one-sided recommendations to reduce stress focusing on the individual. Moreover, it also create a kind of “blame the victim” by placing all of the onus on personal factors and not acknowledging the major contribution of workplace structural factors. – Dr. Wayne Corneil Dr. Joel Bennett ~ owls@charter.net

  7. APEX-Study Resultswww.apex.gc.ca Adverse psychosocial work conditions (workload, decision latitude, social support and rewards/recognition) impact executive health and organizational outcomes. Effects are greater on the job control side as opposed to the demand side The imbalance in both the demand/control and the effort/reward paradigms were significant risk factors for all outcomes. The negative effects of decision latitude (strain) and the effort reward imbalance were found on health impairment, – in particular cardiovascular health – and organizational outcomes including absenteeism. Dr. Joel Bennett ~ owls@charter.net

  8. APEX-Study Resultswww.apex.gc.ca The key determinants for individual executive health are linked to organizational outcomes • reduced work performance • increased absenteeism • lower commitment • lower work satisfaction, and • increased intent to turnover. Dr. Joel Bennett ~ owls@charter.net

  9. The Ripple Effect Dr. Joel Bennett ~ owls@charter.net

  10. Ripple Effect Literature Review (Sample 1) Leader behavior impacts employee well-being (Gavin & Kelley, 1978; Gilbreath & Benson, 2004). Workers who felt treated fairly by their bosses have lower CVD risk up to 8 years later (Kivimäki et al., 2005). Inverse relationship between supportive behavior in immediate supervisors and employee ratings of burn-out (Constable & Russel, 1986; Russel, Altmaier, & Van Velzen, 1987; Burke, Shearer, & Deszca, 1984; Seltzer & Numerof, 1988). When leaders are perceived as concerned, honest, and consistent, their subordinates experience reduced stress (Alimo-Metcalfe and Alban-Metcalfe; 2003). Employees with emotionally abusive supervisors (e.g., ridicules, blames) have higher levels of depression, anxiety, and emotional exhaustion six months later (Tepper, 2000).

  11. Ripple Effect Literature Review (Sample 2) Meta-analysis 73 studies, perceived organizational support (POS): fairness and supervisor supports have greatest relationship: “Employees with high POS generally…suffer fewer strain symptoms such as fatigue, burnout, anxiety, and headaches.” (Rhoades & Eisenberger, 2002) Longitudinal study of female hospital workers (doctors, nurses, administrative, and maintenance), 10 locations, managerial practices predicted sickness absence, minor psychiatric morbidity, health status 2 years later (Kivimäki, Elovainio, Vahtera,  & Ferrie, 2003). Importantly, across these and other studies –no moderator effects for organizational type, suggesting that these effects do not vary by job level, industry, or intra-study site differences. Dr. Joel Bennett ~ owls@charter.net

  12. Understanding Impact: Applications from CVD studies • Job strain model • How much do managers have control over subordinate’s job control and demand? • Effort-Reward imbalance model • How much can managers provide rewards to offset the effort imbalance? Dr. Joel Bennett ~ owls@charter.net

  13. Steinbrecher, S., & Bennett, J.B. (2003). Heart-centered Leadership: An Invitation to Lead from the Inside Out. Memphis: Black Pants Press. To access, click on title link or visit www.instituteofhcl.com Quick, J.C.,Cooper, C.L.,Quick, & Gavin, J.H.(2003). The Financial Times Guide to Executive Health. London, Prentice Hall. To access, click on title link or search: http://vig.prenhall.com/catalog/academic

  14. Heart-Centered Leadership Dr. Joel Bennett ~ owls@charter.net

  15. Dr. Joel Bennett ~ owls@charter.net

  16. Contact Information • Dr. Joel Bennett • EMAIL: owls@charter.net • PHONE: 817-845-2772 • ACCESS BOOKS/DVDs • RESEARCH STUDY • Participate in LeadWell~LiveWell program • 30 managers needed • PROTOTYPE • http://207.32.116.96/OWLS/ExecuPrev/index.html

More Related