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Laurin > Management and Leadership in the Digital Age > Flashcards

Management and Leadership in the Digital Age Flashcards

1
Q

Three core tensions of digital transformation for global companies

Furr, N., Ozcan, P., & Eisenhardt, K. M. (2022). What is digital transformation? Core tensions facing established companies on the global stage. Global Strategy Journal, 12(4), 595–618.

A
  1. Products vs. Platforms
  2. Firms vs. Ecosystems
  3. People vs. Tools
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2
Q

The authors identify eight main guidelines for successful digital transformation (DT) (8)

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A
  1. Digital Strategy
  2. Digital Skills
  3. Digital Culture
  4. Adequate IT Infrastructure
  5. Top Management Support
  6. Business Agility
  7. Innovation and
  8. Modern Organizational Structure
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3
Q
  1. Digital Strategy

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

It aligns IT and business objectives, outlines organizational change, and responds to market conditions.

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4
Q
  1. Business Agility

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

Adapting to changes in the business environment and customer needs.

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5
Q
  1. Innovation and Ambidexterity

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

Balancing innovation both within and outside the core business while maintaining traditional value streams.

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6
Q
  1. Modern Organizational Structure

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

Adopting a structure that fosters openness, collaboration, and agility.

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7
Q
  1. Digital Culture

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

Developing a culture that supports creativity, equality, flexibility, and openness, essential for enabling innovation and agility.

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8
Q
  1. Top Management Support

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

Highlighting the critical role of senior management’s support.

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9
Q
  1. Adequate IT Infrastructure

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

Robust IT infrastructure that supports efficient, reliable operations and integrates new technologies.

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10
Q
  1. Digital Skills

Van Veldhoven, Z., & Vanthienen, J. (2023). Best practices for digital transformation based on a systematic literature review. Digital Transformation and Society, 2(2), 104–128.

A

Ensuring employees possess the necessary digital skills relevant to strategy, technology, data science, and cybersecurity.

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11
Q

The concept of New Ways of Working

Aroles, J., Cecez-Kecmanovic, D., Dale, K., Kingma, S. F., & Mitev, N. (2021). New ways of working (NWW): Workplace transformation in the digital age. Information and Organization, 31(4), 100378-.

A

NWW is discussed as a multifaceted phenomenon integrating spatiotemporal, technological, and socio-cultural dimensions, challenging traditional bureaucratic structures and promoting flexibility, adaptability, and dynamicity as core values.

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12
Q

Analyze the pro/ cons NWW (NWW -> new ways of working)

Aroles, J., Cecez-Kecmanovic, D., Dale, K., Kingma, S. F., & Mitev, N. (2021). New ways of working (NWW): Workplace transformation in the digital age. Information and Organization, 31(4), 100378-.

A

-> Modern communication technologies changing the labor market.
+ It enables remote and mobile working to collaborative and crowd-sourced projects, reflecting a shift towards more autonomous, flexible, and potentially precarious work arrangements.

-> New work agreements such as digital nomadism to platform-mediated labor changing the relationship between work, organizations, and individuals.
+ new opportunities for flexibility and autonomy
- concerns about worker exploitation and job insecurity

-> Hybrid working/ coworker; rematerialize work outside traditional office settings
- challenges related to work-life balance, social isolation, and the potential intensification of work.

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13
Q

Industry 2.0 (late 19th century to early 20th century)

A
  • Production relies on human labor and basic machinery
  • Using of steam power and electricity
  • Increasing productivity and industrial output with assemble lines

Scientific management (Frederic taylor)
Classical management theory(Henri fayol)

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14
Q

Scientific management (Frederic taylor)

A
  • Analysis tasks and workers to divide tasks into small tasks and improve efficiency.
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15
Q

Classical management theory (Henri fayol)

A
  • Functions of management: Planning, organizing, commanding, coordinating, controlling
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16
Q

industry 3.0 (1970-current)

A
  • Digitalization, automation of processes by using computers and the internet connecting people
  • Hybrid working and the globalization enhances outsourcing operation
  • Flatter organizational structures
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17
Q

Industry 4.0

A
  • Digital, physical and biological improvement
  • IoT and AI enhance smart connected systems to further improve customization and efficiency
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18
Q

Explain Taylorism and the 14 principles of classical management

A
  1. Division of work (specialization increases efficiency)
  2. Authority (management gives orders)
  3. Discipline (employees must obey)
  4. Unity of commend (just one supervisor)
  5. Unity of direction (one plan for one goal)
  6. Subordination of individual interest to the general interest
  7. Remuneration (fair payment)
  8. Centralization (centralizing and decentralizing authority)
  9. Scalar chain (chain of command from top to bottom)
  10. Order (everything in its proper place)
  11. Equity (fair treatment of employees)
  12. Stability of tenure of personnel (retaining good employees benefits the organization)
  13. Initiative (allow employees to take initiative)
  14. Esprit de corps (promote team spirit and unity among employees)
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19
Q

Lean Management

A

-> Eliminating waste, just in time, continuous improvement, Kisen action

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20
Q

Digital transformation (3)

A
  1. Digitization: Converting analog information into digital formats.
  2. Digitalization: Utilizing of technology to transform business processes
  3. Digital transformation: Introduces new business models of how to create value based on new technologies. It requires new strategic thinking
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21
Q

Three stages of how AI influences and changes leadership

The Now, New, and Next of Digital Leadership: How Artificial Intelligence (AI) Will Take Over and Change Leadership as We Know It

A

(1) Now (the current state of leadership): Leadership adapting to digital communication tools
+ Accelerated through covid.

(2) New (how AI can augment leadership): AI as partners of human leaders.
+ Offering data-driven insights and recommendations to enhance leadership effectiveness.

(3) Next (AI substituting human leadership): Complete assumption of leader roles.
+ fully managing task-oriented, relational, and change-oriented functions
+ offering personalized, unbiased, and efficient feedback and interaction.

-> AI could replace human leaders since it could be capable of motivating and enabling employees towards organizational goals.

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22
Q

Diffferent types of motivation for digital transformation (2)

Viewing Digital Transformation through the Lens of Transformational Leadership

A

Planned transformations:
-> Voluntary and driven by internal motivations to gain competitive advantage or meet consumer demands, involving a strategic, phased approach to technology upgrade.

Forced transformations:
-> Voluntary, prompted by external crises or events, requiring rapid and often reactive changes with limited planning.
*For forced transformations; effectiveness of TLBs may be influenced by gender norms, with communal (traditionally feminine) leadership traits playing a moderating role.

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23
Q

Transformational leader behaviors (TLB) -> Essential for managing digital transformation. (4)

Viewing Digital Transformation through the Lens of Transformational Leadership

A

(1) Creating a new vision
(2) Inspiring and motivating employees
(3) Providing individualized support
(4) Encouraging innovative thinking

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24
Q

Balancing both leadership styles is important (2)

How to take employees on the digital transformation journey: An experimental study on complementary leadership behaviors in managing organizational change

A

-> to gain employees trust and reduce resistance to change.

-> to implement DT (digital transformation) initiatives and managing employee perceptions

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25
Q

Assess leaders effectiveness in driving digital transformation (DT) by focusing on 15 key dimensions of leadership :

Measuring the Human Dimensions of Digital Leadership for Successful Digital Transformation: Digital leaders can use the authors’ Digital Leadership Scale to assess their own readiness and ability to accelerate digital transformation.

A
  1. Honesty
  2. Humility
  3. Courage
  4. Ethical AI
  5. Growth Mindset
  6. Transparent Agenda
  7. Data Focus
  8. Inspire Engagement
  9. Storytelling
  10. Digital Literacy
  11. Positive Attitude
  12. Skills Acquisition
  13. Knowledge Sharing
  14. Participative Style
  15. Track Record
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26
Q

Trait theory (1930s)

A

Trait theory
-> Identify traits which are common for leaders, such as:
- Confidence, intelligence, charisma …

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27
Q

Behavioral theories (1940) (def)

A

-> Focuses on how leaders should behave

  1. Ohio state studies:
  2. Universities of Michigan of Studies
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28
Q

Contingency theory (1960s) (3)

A

Fiedler´s contingency model: situational favorableness factors
1. Leader-member relations
2. Task structure
3. Position power

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29
Q

Transactional leadership (1980s)

A

Transactional leadership

-> Exchange based; using extrinsic motivation

1. Contingent rewards; using rewards and punishments to motivate 
2. Management-by-exception; only intervene when necessary
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30
Q

Transformational leadership (1980s) (4)

A

-> Motivation of employees to achieve common goals

  1. Idealized influence: purpose drive “walk the talk”
  2. Inspirational motivation: inspiring followers
  3. Individualized consideration: people drive, genuine concern for needs of followers
  4. Intellectual stimulation: innovating, challenges follwers to be innovative and creative.
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31
Q

Why human leaders cannot be replaced: (4)

A
  • When it comes to decision making
  • When it comes to new situations
  • The social component of human collaboration
  • Defining goals and purpose of job
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32
Q

Network

A

Stable social structure, can also be an exchange of support. It influences our personal performance but also the performance of a company overall.

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33
Q

Networking behavior (3)

A
  1. Building – establishing new connections.
  2. Maintaining – maintaining established connections, staying in contact
  3. Using behavior – Utilizing network for own benefit.
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34
Q

Leadership emergence

A

Who has a leadership character, has leadership qualities. Good networking behavior can make someone being perceived as a leader. Focuses on the people aspect of leadership.

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35
Q

Three critical skills of CEOs according to Adam Bryant

A
  1. Simplifiy complexity
  2. Being fully accountable
  3. Listening stakeholders
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36
Q

Explain the two problematic kinds of leaders according to Adam Grant

A
  • Cheerleaders: By just focusing on the strengths of someone, they become overconfident and rely to strongly on them and stop improving their weaknesses.
  • Critics: Motivation will decrease, and people will doubt themselves
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37
Q

Explain the best kind of leader according to Adam Grant

A
  • Coaches: see peoples potential and help them to improve.
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38
Q

Explain the three tips on how to deliver feedback.

A
  1. Deliver feedback in real time, so people recognize the room for improvement themselves.
  2. Segment praise from criticism, clearly segment the praises and criticism.
  3. Focus on behavior change, making sure people understand that the feedback is meant in the best way possible. Showing them that you are on their team.
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39
Q

Summary of: Accenture. (2024). Human by design: How AI unleashes the next level of human potential.

A
  • AI enhances human capabilities rather than replacing them
  • Technology will become more intuitive, intelligent, and integrated into every aspect of our lives
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40
Q

Four dimensions of how technology becomes more human: (Accenture. (2024). Human by design: How AI unleashes the next level of human potential. )

A
  1. Technology Adapting to Humans:
    Using modern technology becomes more and more intuitive since the technology adapts to humans and not the other way around. Makes usage more natural.
  2. Expanding Human Potential:
    The advent of human-centric technology is poised to unleash a new era of productivity and creativity.
  3. Human by design:
    Technology should amplify human creativity and productivity to create a positive impact on society.
  4. Ethical Considerations:
    As technology becomes more human like it also considers ethical and social responsibilities.
41
Q

Three main differences of human intelligence (HI) and artificial intelligence (AI)

Korteling, J. E. H., van de Boer-Visschedijk, G. C., Blankendaal, R. A. M., Boonekamp, R. C., & Eikelboom, A. R. (2021). Human- versus Artificial Intelligence.

A
  1. Fundamental Constraints of Intelligence: Human and artificial intelligence both have limitations. The main difference is that human intelligence operates biologically and artificial intelligence digital.
  2. Diverse Forms of Intelligence: Human intelligence is just one form of intelligence, and not a standard. Therefore, AI could be used to enhance this rather than to replace it.
  3. Potential Impact of Narrow-Hybrid AI: Supplementing of human intelligence. This approach favors the development of AI systems that can perform tasks beyond human capabilities, leveraging AI’s specific strengths.
42
Q

Key points for morally correct AI use in business: (5)

Olatoye, F. O., Awonuga, K. F., Mhlongo, N. Z., Ibeh, C. V., Elufioye, O. A., & Ndubuisi, L. (2024). AI and ethics in business: A comprehensive review of responsible AI practices and corporate responsibility. International Journal of Science and Research Archive, 11(1), 1433-1443.

A

A. Transparency in AI Algorithms: Decision-making processes transparent to build trust among stakeholders and ensure accountability.

B. Bias and Fairness: Discusses the necessity of addressing biases in AI algorithms to prevent discriminatory outcomes and promote fairness. This involves the use of diverse and inclusive datasets and strategies to mitigate bias.

C. Socio-Economic Impact: Explores the socio-economic implications of AI deployment, particularly concerning employment, inequality, and accessibility.

D. Data Privacy and Security: Highlights the importance of responsible data handling practices to protect individuals’ privacy rights and ensure data security in the age of AI.

E. Corporate Responsibility in AI Implementation: Calls for businesses to broaden their ethical considerations beyond technical aspects, focusing on societal impact, transparency, and long-term consequences of AI deployment.

43
Q

Tripple bottom line:

A
  1. Profit
  2. People
  3. Planet
44
Q

Ethics and its effect on decision making:

A
  • Decisions are based on theories about (1) the world, (2) about other people, (3) about themselves.
45
Q

Two approaches to ethics:

A
  1. Deontological approach: the motivation matters
  2. Utilitarianism approach: greatest good for greatest number of people

*Taking the right actions becomes harder depending on how close the effect is to yourself.

-> How can AI be programmed to act correctly if the definition of correctly is questionable.

46
Q

Decision making in VUCA situations: (4)

A

-> Situation of constant, unpredictable change that is now the norm in certain industries and areas of the business world.

A. Vision (considering the long and the short term)
B. Understanding (collect, wider, different perspectives)
C. Clarity (establish clear priorities through the noise)
D. Agility (Innovative, adaptive decision making)

47
Q

3 types of bias in AI: (3)

A
  1. Interaction bias: When AI learn from user interactions that contain prejudices or stereotypes.
  2. Latent bias: Involves underlying, often hidden prejudices which are not obvious.
  3. Selection bias: The training data is not representative to a real world example.
48
Q

5 pillars of AI ethics

A
  1. Fairness
  2. Explainable
  3. Robustness
  4. Transparency
  5. Data privacy
49
Q

Key findings include: (4) In AI We Trust? Perceptions About Automated Decision-Making by Artificial Intelligence

A

Personal opinion about disadvantages:
- online privacy concerns,
- self-efficacy,
- domain-specific knowledge.

In some cases, ADM was evaluated similarly or more favorably compared to human decisions, especially in high-stake scenarios.

The study emphasizes the importance of considering how ADM is implemented and perceived in different societal sectors to fully understand its implications

50
Q

Transformational Leadership (def.):

Virtual teams and transformational leadership: An integrative literature review and avenues for further research

A

This leadership style encourages motivation through charisma, inspiration, intellectual stimulation, and individualized consideration. It contrasts with transactional leadership, which focuses on clear exchanges between leaders and followers.

51
Q

What influences the leadership style:

Virtual teams and transformational leadership: An integrative literature review and avenues for further research

A
  • Demographic factors like age, gender, and ethnicity may affect leadership style.
  • In virtual settings, leaders must navigate new communication challenges and maintain team motivation and trust.
52
Q

Motivation Factors: (2)

Virtual teams and transformational leadership: An integrative literature review and avenues for further research

A
  • A sense of purpose, feedback, rewards, satisfaction, and trust are crucial for virtual teams. Leaders must foster a supportive atmosphere to maintain motivation and cohesion.

Team Communication and Atmosphere:
- The virtual environment affects team cohesion and communication styles. Richer communication mediums (like videoconferencing) tend to improve team cohesion, while poorer mediums (like chat).

53
Q

Virtual Team Resilience: Defined as the capacity to recover from setbacks, involving four key resources: (4)

Building Resilient Virtual Teams. Organizational Dynamics

A
  1. Potency: The collective belief in the team’s effectiveness.
  2. Mental Model of Teamwork: A shared understanding of roles and responsibilities.
  3. Capacity to Improvise: The ability to adapt and create solutions using existing resources.
  4. Psychological Safety: A shared belief that the team is safe for interpersonal risk-taking.
54
Q

Managing Adversity (= difficult situation):

Building Resilient Virtual Teams. Organizational Dynamics

A

Effective coordination, monitoring, and backup behavior are crucial in managing adversity in virtual teams. Leaders play a key role in fostering collaboration and maintaining psychological safety.

55
Q

Mending (= putting in order) After Adversity:

Building Resilient Virtual Teams. Organizational Dynamics

A

After a challenging event, leaders should guide discussions to review successes and failures, emphasizing learning and adapting. This approach helps improve team resilience for future challenges .

56
Q

What are findings

The Fatiguing Effects of Camera Use in Virtual Meetings: A Within-Person Field Experiment.

A

Daily fatigue (tiredness) negatively impacted participant voice and engagement, with more significant effects for women and newer organization members.

57
Q

The article examines the impact of virtual meetings, specifically videoconferencing, during the COVID-19 pandemic. (5)

Virtual Work Meetings During the COVID-19 Pandemic: The Good, Bad, and Ugly. Small Group Research.

A

Challenges with Videoconferencing: Difficulties with eye contact, small faces, and increased brain power.

Meeting Management Issues: Back-to-back meetings, multitasking, and poor agenda management.

Camera and Microphone Issues: can be tackled by turning microphone on and off.

Eating During Meetings: Can be rude, turning off the camera is recommended.

Work-from-Home Issues: Challenge to balance personal and professional space.

58
Q

Different types of teams (3)

A

Traditional/ Co-local teams: work together in physical proximity

Virtual/ distributed teams: same organization but different location/ time zones.

Self-managed agile team: Individuals that manage their own work

59
Q

Three important aspects of virtual teams.

A
  1. Distributed work asynchronously; team members heavily depend on communication and coordination. Make sure there is no double work.
  2. More task focused due to lack of face-to-face communication.
  3. Expectations of response time must be communicated.
60
Q

How to give feedback (4)

A
  1. Orient the situation, specify when and where it happened.
  2. Share the behavior objectively.
  3. Share the impact the behavior has.
  4. Pass the accountability, leave space to react.
61
Q

Three pieces of communication (3)

A
  1. Sender
  2. The message
  3. The receiver
62
Q

Clear communication (def.)

A

Message received = message sent

63
Q

3 steps of communication

A
  1. Prepare your message.
  2. Keep it simple and short and give it a structure and priorities.
  3. Ask/leave space for open questions.
64
Q

3 steps of miscommunication

A
  1. You will need to internally process.
  2. Zoom out, be a scientist.
  3. Slow down the situation.
65
Q

Affective and cognitive trust (2)

A

Affective trust: Emotional trust into colleagues, a positive feeling by working with them.

Cognitive trust: Your belief about someone abilities and skills based on experience.

66
Q

How to build trust in your virtual team (4)

A

A. Swift trust: Common feeling of unity and general expected trust.
B. Interpersonal trust: Based on personal bond among each other and has to be build actively.
C. Communicate with predictability: Follow a predictability pattern in which everyone participates equally.
D. Share and rotate power: let different people have the power depending on the state of the project.

67
Q

Main effect of leadership influences creativity and innovation within organizations:

Leadership, creativity, and innovation: A critical review and practical recommendations.

A

Leadership, creativity, and innovation: A critical review and practical recommendations.

68
Q

Mediator/ moderator effects on the effect of leadership on organizational creativity and innovation:

Leadership, creativity, and innovation: A critical review and practical recommendations.

A

The relationship is mediated/ moderated by environmental factors and employee traits.

69
Q

Advantages of Generative AI:
(3)
How generative AI can augment human creativity.

A
  • Generative AI promotes divergent thinking by making associations among remote concepts.
  • It challenges traditional biases in product design, potentially leading to breakthrough products and services that could not have been conceived through conventional methods.
  • AI tools also assist in refining ideas, combining numerous suggestions into viable solutions, and facilitating collaboration among users for co-creating new products.
70
Q

Differential Impact Based on Skill Levels: (2)

When and How Artificial Intelligence Augments Employee Creativity

A
  • High-Skilled Agents: Experienced enhanced creativity and performance due to the ability to engage more deeply with serious customers and develop innovative sales tactics.
  • Low-Skilled Agents: Struggled with the increased complexity brought by AI, showing limited improvement in creativity and experiencing negative work emotions.
71
Q

Main effect of flexible work arrangements on innovation behavior of knowledge employees:

More flexible and more innovative: the impact of flexible work arrangements on the innovation behavior of knowledge employees.

A

Positive influence since increase autonomy fosters innovation.

The article explores the relationship between flexible work arrangements (FWA) and the innovation behavior of knowledge employees. Here’s a summary of its key points:

72
Q

Mediating effect of flexible work arrangements on innovation behavior of knowledge employees:

More flexible and more innovative: the impact of flexible work arrangements on the innovation behavior of knowledge employees.

A

The effects is mediated by how comfortable someone’s feels at the workplace.

The article explores the relationship between flexible work arrangements (FWA) and the innovation behavior of knowledge employees. Here’s a summary of its key points:

73
Q

Moderating effect of flexible work arrangements on innovation behavior of knowledge employees:

More flexible and more innovative: the impact of flexible work arrangements on the innovation behavior of knowledge employees.

A

Human resource management (HRM) policies that enhance opportunities for employees significantly strengthen the impact of FWA on innovation.

74
Q

Nature creative idea generation (3)

A
  • Changes at different points of time
  • Depends on situations/environment
  • Skills can be trained/ developed
75
Q

Explain the 5 stages of the creative idea generation process

A
  1. Problem/ task identification
  2. Preparation
  3. Response/ idea generation
  4. Response validation/ communication
  5. Outcomes
76
Q

Explain the factors influencing the stages of idea generation. (4)

A
  • Creative skills
  • Motivations
  • Task/ domain relevant expertise
  • Environment
77
Q

Divergent and convergent thinking (2)

A

Divergent thinking: the process of generating as many responses as possible.

Convergent thinking: the process of search for one answer to a question.

78
Q

Explain the assessment of divergent thinking. (4)

A

A. Fluency: number of responses
B. Flexibility: number of different categories used
C. Originality: degree to which the responses differ from the standard or group average
D. Elaboration: number of details in the responses.

79
Q

Functional fixedness

A

A cognitive bias that limits a person to use an object only in the way It is traditionally used.

80
Q

Creative insights:

A

creative solution emerges by reducing “functional fixedness” and think different.

81
Q

Creative idea biases/ source for mistakes (3)

A

A. Creative prototype: people misjudge the creative type of a person.
B. Self-serving bias: people overrate their own ideas.
C. Role influence: Managers tend to reject novel ideas negatively.

82
Q

Explain how the process of idea evaluation can be improved (3)

A
  • Analyze idea not people or context
  • Managers need to experience the “creator” tole to better select ideas
  • Rely on peer creators evaluations, preferably with a group of peers.
83
Q

Ohio state studies (Behavioral theories (1940) (2))

A
  1. Initiating structure
  2. Consideration
84
Q

Universities of Michigan of studies (4)(Behavioral theories (1940) (2))

A
  1. Goal emphasis
  2. Work facilitation
  3. Leader support
  4. Interaction facilitation
85
Q

Key Insights from the Article: (4)

As workforce well-being dips, leaders ask: What will it take to move the needle?

A
  1. Discrepancy in Perceptions: Leaders are often unaware of the teams struggles
  2. Concerning Trends:
    Decline in employee well-being in terms of physical, mental, social, and financial aspects.

Employees report feeling stressed, overwhelmed, and disconnected, affecting their job performance and personal lives.

  1. Managerial Impact: Managers often dont manage to improve team well ebing due to lack of resources or empowerment to make a substantial difference.

Only a minority of managers consistently engage in actions that promote well-being, such as ensuring reasonable workloads or encouraging time off.

86
Q

What is a burnout (def)

How to prevent and combat employee burnout and create healthier workplaces during crises and beyond. Business Horizons

A
  • Chronic work-related stress characterized by emotional exhaustion, negativity towards work, and a lack of personal accomplishment.
  • This state not only decreases performance and creativity but also increases workplace accidents, absenteeism, and health issues.
87
Q

The study reveals that workers experience significant psychological and emotional exhaustion due to several factors. (5)

Remote work video meetings: Workers’ emotional exhaustion and practices for greater well-being.

A
  • These include the high volume of video meetings
  • The excessive load required for job performance
  • Video meetings perceived as non-beneficial
  • Conflicts between video meetings and other job or home responsibilities
  • The need to engage in surface acting during meetings.
88
Q

Key findings (3)

The double-edged sword of online access to work tools outside work: The relationship with flexible working, work interrupting nonwork behaviors and job satisfaction.

A
  1. Positive Impact: Flexibility of work life increases job satisfaction
  2. Negative Impact: Flexibility can increase the working hours and that decreases job satisfaction
  3. Complex Dynamics: Flexibility increases satisfaction but also increases work interruptions during nonwork times
89
Q

Three different types of well being (4)

A
  1. Physical
  2. Mental
  3. Financial
  4. Social
90
Q

What positively impacts the well-being in the digital age (4)

A
  • More flexibility and autonomy because of digital tools
  • Increase collaboration and community by using technology
  • Enhance learning capabilities through online sources
  • Makes it easier to finish certain tasks in the work life
91
Q

What negatively impacts the well-being in the digital age (3)

A
  • Feeling of always need to be online
  • Remote work can cause loneliness
  • No strict lines between work and private life
92
Q

3 recommendations for improving well-being at work (3)

A
  • Empower managers to support workforce well-being
  • Hold executives and the organization accountable
  • Embrace the broader movement toward human sustainability
93
Q

Explain the 5 aspects of PERMA model

A
  1. P- Positive emotions
  2. E- Engagement
  3. P- Positive relationships
  4. M- Meaning
  5. A- Accomplishment/ Achievement
94
Q

Explain the 3 dimensions of burnout:

A
  1. Emotional exhaustion (tensions; frustration)
  2. Depersonalization (cynicism, distance)
  3. Reduced personal accomplishment (ineffectiveness, incompetence)
95
Q

What causes stress accordingly to this model

Explain the COR (conversation of resources) model

A

-> Loss of resources

96
Q

What are resources (4)

Explain the COR (conversation of resources) model

A
  • Objectives (house, mansion)
  • Conditions (employment, marriage)
  • Person charact. (optimism, self-efficacy)
  • Energies (time, money)
97
Q

Coping/ preventation/ motivation

Explain the COR (conversation of resources) model (3)

A
  • Replacement (direct, indirect)
  • Appraisal (shiftfocus, reevaluation)
  • Investment (netgain, netloss)
98
Q

Explain the JD-R (job demand resource) model

A

-> Comprehensive framework for understanding the interplay between job demands and job resources and their impact on employee well-being.

  • Engagement
  • Apathy (lack of interest / enthusiasm
  • Burnout and engagement
  • Burnout
99
Q

Recommendation and implemenations guidlines for preventing ombating employee burnout

A

1- Provide stress management intervention (cognitive behvioral training/ minduflness meditation)

2- Allow employees to be active crafters of their work (better relationships, support, reduce stress in social interactions)

  1. Cultivate and encourage social support
  2. Engage employees in decision-making (transparency, involving employees)
  3. Implement high-quality performance management (good feeback, goal setting, create new incentives)

Laurin (4 decks)

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