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This study explored how organizational leaders at different hierarchical levels may communicatively enhance employees' health and well-being. Drawing on interdisciplinary research, it proposed a model that connects health-oriented leadership communication at supervisory and executive levels with remote workers' self-care and stress levels during the COVID-19 pandemic.

Data collected through a survey of 363 full-time United States (US) employees were analyzed to test the model.

Results showed health-oriented communication at the two leadership levels directly influenced employees' self-care, which in turn reduced their stress levels. Further, executive leaders' health-oriented leadership communication indirectly impacted remote workers' self-care through its positive association with supervisors' health-oriented leadership communication.

This study offers much-needed guidelines for executive leaders, supervisors and communication practitioners seeking to meet employees' growing expectations for a healthy work environment in today's post-pandemic era.

Although the literature has established organizational leadership as a vital determinant for a healthy workforce, few studies have explored leaders' health-specific communication to enhance employee health. This study is the first to conceptualize health-oriented leadership communication at dual hierarchical levels and uncover its influence on employees. The results suggested the importance of health-oriented leadership communication across hierarchical levels in building a healthy workplace.

Health-oriented leadership is an emerging concept that is promising for better understanding how leaders can support employee well-being. However, there is uncertainty about the process through which health-oriented leadership relates to employee well-being. Advancing health-oriented leadership research, this study aims to examine employee self-care and the perceived team health climate as mediating mechanisms.

The authors conducted a time-lagged study with three measurement points (NT1 = 335, NT2 = 134, NT2 = 113) to test these mechanisms.

The results show that health-oriented leadership at Time 1 positively relates to employee self-care and perceived team health climate at Time 2, which, in turn, are negatively associated with employee exhaustion at Time 3.

The indirect associations suggest that health-oriented leadership relates to employee well-being via the perceived team health climate and the individuals' self-care. By revealing an important mediating mechanism, this study contributes to the health-oriented leadership literature and can help organizations and leaders improve health promotion in organizations.

Drawing upon the job-demands resources and the job demands-control-support model, the authors examined the buffering effect of health-oriented leadership (HoL) in terms of staff care on the relationship between job demands and employee health and job satisfaction.

Cross-sectional data from two studies (N1 = 314 and N2 = 260) were analyzed using moderation analyses.

Study 1 showed that staff care mitigates the effect of job demands on strain and health complaints. Study 2 found that staff care also buffered the effect of job demands on general health and job satisfaction.

Particularly under high job demands, staff care is an important resource for employees' health and satisfaction. Organizations should promote leaders' staff care.

Findings provide further evidence for the beneficial role of leaders in terms of HoL.

The purpose of this paper is to conduct a comprehensive review on the implementation and the effect of Japan's Stress Check Program, a national program to monitor and control workplace psychosocial factors that was initiated in December 2015.

We comprehensively reviewed articles published in Japanese and English, assessed the performance of the Stress Check Program and summarized future challenges. We also discussed the implications for practice.

The available literature presented a scientific basis for the efficiency and validity of predictions using the Brief Job Stress Questionnaire, which is the instrument recommended to screen workers with high stress in the program. No study has verified the effect of the program on workers' mental health by using group analysis of stress check results. There is room for improvement in tools that contribute to identifying workers with high stress and in measures for improving the work environment. The Stress Check Program contrasts with risk management of psychosocial factors at work, widely adopted in European countries as a strategy for improving workers' mental health by focussing on the psychosocial work environment.

Although the effectiveness of the Japanese program needs further evaluation, future developments of the program would provide insight for national policies on psychosocial risks/psychosocial stress at work.

This paper is the first systematic review on the implementation and effects of Japan's Stress Check Program.

The purpose of this paper is to test a model in which emotional and work-related conflicts associated with diabetes contribute to health management efficacy and behaviour.

The authors investigated 193 Korean employees with diabetes in a two-phased longitudinal study (101 participants were retained at Time 2).

After controlling for severity of diabetes (HbA_1C), structural equation modelling revealed that higher work-health conflict (a proxy for demand) and higher inauthenticity at work (a proxy for control) were associated with more diabetes-related distress at Time 1. Results also revealed support for longitudinal mediation, such that more diabetes-related distress at Time 1 predicted lower health management efficacy one year later (at Time 2), which was associated with less health management behaviour at Time 2.

Results support the importance of applying the biopsychosocial perspective to diabetes management through the use of subjective measures of demand and control.

Suggestions are provided for occupational programmes for workers with disease, including on-site education, health-management training, and flexible job redesign such as telecommuting.

Research in workers with diabetes for stress relief and disease management.

This case was written using primary data through various channels, including in-depth structured interviews with the CEO and other individuals at the Crisis Center of Tampa Bay (CCTB), as well as exchanging email messages and phone conversations with employees at CCTB. All interviews were recorded and transcribed. In addition, one of the authors took a tour of the main offices of CCTB and took notes on the physical facilities as well as the information provided by the tour guide. Public information from CCTB was used to enhance the information and provide background. All accounts presented in this case are real, and no information was altered or fabricated.

Clara Reynolds had been CEO of CCTB for over eight years. The agency had almost tripled its budget in the time she had been there. Her leadership style had positively impacted the culture of the organization. Employees valued her open and transparent leadership style. Employees saw her commitment to training employees, creating work–life balance and helping employees be exceptional at their jobs. There was an issue, however, with Transcare, the organization’s ambulatory service. The performance of the business was declining, and Clara wanted to update the board within 60 days at the next quarterly board meeting. She was not sure what she could do to increase engagement with Transcare’s staff, which would show the board that the staff was fully willing to do what was necessary.

This case is appropriate for teaching undergraduate or graduate-level courses in leadership, organizational behavior or principles of management. It is designed to be discussed during one class period. It will save time and improve the flow if the students read the case before class and are prepared when they arrive. Any information needed for the case discussion has been presented in the case; no further research by the students is necessary. Students should think about the role of leadership in a nonprofit. They should put themselves in the protagonist’s shoes throughout the reading of the case.

This chapter focuses on exploring challenges encountered by the neglected group of employees who live alone and do not have children, particularly in relation to work-life balance (WLB). We first question the conventional WLB discourse – predominately surrounded by addressing work-family conflicts. We next discuss how this formulates debates about the equality and fairness of HR policies affecting various groups of employees, with solo-living individuals being excluded. In addition to previously documented work-life issues, we articulate difficulties related to the pursuit of independence, freedom, balancing, and healthy work-life experiences for and specific to solo-living women academics. We conclude that our insights on “vulnerability” may lead to feminist approach being incorporated into work-life policy development in order to better engage underrepresented groups of employees, accommodate the needs of “others” and promote collective flourishing.

The strategic human resource management (HRM) literature emphasises the importance of employee involvement and participation for outcomes such as job satisfaction, employee retention and organisational performance. Situational factors identified as conducive to employee participation in decision-making include small size, via less hierarchical, proximate and informal workplace relations. Ownership and mission are also important, with not-for-profit (NFP) organisations generally having more collectivist, commitment-based cultures that support open decision-making. However, such organisations often have weak HRM policies and practices. This paper examines the process and outcomes of employee participation in a small NFP through in-depth case study research.

Single case study utilising longitudinal participant observation, interviews, reflective diary, documentary analysis.

Operating as a collective, the organisation was bound by time and capacity limitations in its ability to plan strategically or even to make routine decisions. Basic HR policies and practices in areas such as staff recruitment and performance management were sub-standard or unobserved. Consequences included poor management, inconsistent training, staff burnout, high labour turnover and sub-optimal performance. The results suggest that weak managerial coordination and the absence of a dedicated HR function subvert effective people management. In such circumstances, strong forms of employee participation fail to deliver anticipated equity and efficiency outcomes.

Single case study.

Small organisations need HR policies and dedicated support to ensure that employee involvement and participation are effective.

The findings demonstrate how employee involvement and participation can be subverted by inadequate HR processes, adding qualitative evidence to support theories of HR “bundling” in high-involvement work practices. The research also contributes to the neglected area of HRM in small NFPs.

Mindfulness is gaining popularity in the business world as a way to improve mental health and productivity in employees. However, the application of mindfulness for employees in the hospitality sector is still in its nascent stage. This paper aims to synthesize the evidence on the effectiveness of mindfulness practice on employees in this high-pressure service industry.

This narrative review identifies and integrates insights from journal articles researching mindfulness in the hospitality industry. Synthesis and reflective description of the literature reveal an exigent need for practice, policy-making and future research.

This review paper describes mindfulness-based interventions used in the literature. It shows how the practice of mindfulness stimulates a culture of well-being and effectiveness at work, consequently having a positive impact on the customer and the organization. It points to the role of mindfulness in helping hospitality employees deal with stress, depression, anxiety, burnout and emotional labor peculiar to this industry, lowering absenteeism levels and turnover intention.

This paper has implications for hospitality managerial practice, human resource (HR) policy development, employees at all levels in the hospitality industry, business coaches/trainers, educationists, students pursuing hospitality management and researchers.

This first review article on mindfulness in the hospitality industry lays the foundation to accentuate the need and benefits of prioritizing mindfulness in this sector. It provides directions for future research, application in HR management in hospitality and designing effective interventions.