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The Ripple Effect: The Role of Leadership & Management in Workplace Health 2010 WELLNESS SYMPOSIUM Strategies for Companies & Communities to Impact Health in  A Changing Economy Facilitator Dr. Joel B. Bennett Organizational Wellness & Learning Systems © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
	The ripple effect of a leader's enthusiasm and optimism is awesome.  		- General Colin Powell
INTRODUCTION We need a program for leaders who want to improve/maintain this relationship, their own health, and enhance the overall strength of their workplace. Employees will tell you that the number one driver of their own health, stress, and productivity is their relationship with  their boss. FREE ACCESS: http://207.32.116.96/owls/execuprev_2004/index.html
Key Quote Executive healthis 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)
Objectives Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership) Review research supporting the ripple effect Review and/or take self-assessments that pertain to each path Re-assess personal legacy and personal influence on the ripple effect © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
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.  © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
HUG YOUR BOSS: Special ATTENTION Managers have a unique set of needs for protecting against cardiovascular risk Programming should be suited to these needs Combine LEADERSHIP DEVELOPMENT with WELLNESS SUPPORT © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
How it Works The Ripple Effect https://www.execuprev.com/content/login.cfm © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
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). © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
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. © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Ripple Effect is UNIVERSAL 	Across these and other studies – no moderator effects for organizational type. 		These effects do not vary by job 	level, industry, or intra-study 	site differences.
12 Stress Affects Business Results but Little Action Taken Long Hours, Doing More With Less Ability of Managers to Recognize Stress It is getting worse! Manager Ability-Find Solutions for Stress *Percent of respondents indicating “to a great extent” or “to a very great extent” Watson Wyatt “Staying@work” 2008 Study (n = 355 HR Directors; 1,000+ EE)
PATH 1 Healthy Role Modeling
PATH 1: Healthy Role Modeling Four Dimensions: Physical (exercise, diet, symptom monitoring) Emotional (stress, hostility) Spiritual (big picture, sense of purpose) Ethical (conscience, moral compass) Work-Life Balance Use and describe how I benefit from the wellness program
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
SURVEY 1 (DEEPER DIVE ON PATH 1) S=Spiritual; P=Physical; E=Ethical; Em=Emotional © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
PATH 2 Work & Job Design
Path 2: DESIGN: Jobs + Wellness Programming ATTEND TO THE THREE LEGS OF THE STOOL Offer wellness programs Policies and environmental support Three main work conditions that significantly influence cardiovascular disease JOB STRAIN (HIGH DEMAND + LOW CONTROL)  EFFORT-REWARD IMBALANCE SUPERVISOR SUPPORTIVENESS
Both Work SETTING and LIFESTYLE © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Strategic Elements of the Launch Pad   CEO/Mgr  Engagement   Organization   (Policy) Individual    Health External Support & Community Integration Environment Team/Support © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Strategy Matrix for Wellness Planning © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
SURVEY 1 (DEEPER DIVE ON PATH 2) Range between -8 and +24 -8 to 0: Very Weak 0 to 6: Weak 6 to 10: Moderate 10 to 15: Strong 16 to 24: Very Strong Items 1 to 4: Lifestyle; Items 5 to 8: Work Support © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
PATH 3 Heart-Centered Leadership
Path 3: Heart-Centered Leadership © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Heart-Centered Leadership Dr. Joel Bennett ~ owls@charter.net
Heart-Centered Leadership
SURVEY 3 (DEEPER DIVE ON PATH 3) Wellness Balance Presence Teamwork Accounta- bility Coping Support © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Contact Joel B. Bennett, President Ashleigh Schwab, Project Director Organizational Wellness & Learning Systems  3221 Collinsworth St., Suite 220   Fort Worth, Texas, 76107 817.921.4260 office   817.845.2772 cell   learn@organizationalwellness.com  www.organizationalwellness.com Resource PROTOTYPE:    http://207.32.116.96/owls/execuprev_2004/index.html PROGRAM:      www.execuprev.com

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The Ripple Effect: The Role of Leadership & Management in Workplace Health (Dr. Joel Bennett)

  • 1. The Ripple Effect: The Role of Leadership & Management in Workplace Health 2010 WELLNESS SYMPOSIUM Strategies for Companies & Communities to Impact Health in A Changing Economy Facilitator Dr. Joel B. Bennett Organizational Wellness & Learning Systems © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 2. The ripple effect of a leader's enthusiasm and optimism is awesome. - General Colin Powell
  • 3. INTRODUCTION We need a program for leaders who want to improve/maintain this relationship, their own health, and enhance the overall strength of their workplace. Employees will tell you that the number one driver of their own health, stress, and productivity is their relationship with their boss. FREE ACCESS: http://207.32.116.96/owls/execuprev_2004/index.html
  • 4. Key Quote Executive healthis 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)
  • 5. Objectives Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership) Review research supporting the ripple effect Review and/or take self-assessments that pertain to each path Re-assess personal legacy and personal influence on the ripple effect © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 6. 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. © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 7. HUG YOUR BOSS: Special ATTENTION Managers have a unique set of needs for protecting against cardiovascular risk Programming should be suited to these needs Combine LEADERSHIP DEVELOPMENT with WELLNESS SUPPORT © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 8. How it Works The Ripple Effect https://www.execuprev.com/content/login.cfm © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 9. 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). © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 10. 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. © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 11. Ripple Effect is UNIVERSAL Across these and other studies – no moderator effects for organizational type. These effects do not vary by job level, industry, or intra-study site differences.
  • 12. 12 Stress Affects Business Results but Little Action Taken Long Hours, Doing More With Less Ability of Managers to Recognize Stress It is getting worse! Manager Ability-Find Solutions for Stress *Percent of respondents indicating “to a great extent” or “to a very great extent” Watson Wyatt “Staying@work” 2008 Study (n = 355 HR Directors; 1,000+ EE)
  • 13. PATH 1 Healthy Role Modeling
  • 14. PATH 1: Healthy Role Modeling Four Dimensions: Physical (exercise, diet, symptom monitoring) Emotional (stress, hostility) Spiritual (big picture, sense of purpose) Ethical (conscience, moral compass) Work-Life Balance Use and describe how I benefit from the wellness program
  • 15. © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 16. SURVEY 1 (DEEPER DIVE ON PATH 1) S=Spiritual; P=Physical; E=Ethical; Em=Emotional © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 17. PATH 2 Work & Job Design
  • 18. Path 2: DESIGN: Jobs + Wellness Programming ATTEND TO THE THREE LEGS OF THE STOOL Offer wellness programs Policies and environmental support Three main work conditions that significantly influence cardiovascular disease JOB STRAIN (HIGH DEMAND + LOW CONTROL) EFFORT-REWARD IMBALANCE SUPERVISOR SUPPORTIVENESS
  • 19. Both Work SETTING and LIFESTYLE © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 20. Strategic Elements of the Launch Pad CEO/Mgr Engagement Organization (Policy) Individual Health External Support & Community Integration Environment Team/Support © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 21. Strategy Matrix for Wellness Planning © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 22. SURVEY 1 (DEEPER DIVE ON PATH 2) Range between -8 and +24 -8 to 0: Very Weak 0 to 6: Weak 6 to 10: Moderate 10 to 15: Strong 16 to 24: Very Strong Items 1 to 4: Lifestyle; Items 5 to 8: Work Support © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 23. PATH 3 Heart-Centered Leadership
  • 24. Path 3: Heart-Centered Leadership © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 25. Heart-Centered Leadership Dr. Joel Bennett ~ owls@charter.net
  • 27. SURVEY 3 (DEEPER DIVE ON PATH 3) Wellness Balance Presence Teamwork Accounta- bility Coping Support © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
  • 28. Contact Joel B. Bennett, President Ashleigh Schwab, Project Director Organizational Wellness & Learning Systems  3221 Collinsworth St., Suite 220  Fort Worth, Texas, 76107 817.921.4260 office  817.845.2772 cell  learn@organizationalwellness.com  www.organizationalwellness.com Resource PROTOTYPE: http://207.32.116.96/owls/execuprev_2004/index.html PROGRAM: www.execuprev.com