Well-Being of Organizational Leaders in the New Normal

Well-Being Is A Skill To Be Learned

Well-being as a skill is a daily intention that can be increased by aspects such as meditation, sleep, exercise, nutrition, belonging to a community, a spiritual connection, and other factors (Ayala et al., 2017; Herholdt, 2008). Having a daily intention to be well is a skill. Companies with a forward-thinking mindset will embrace wellness not as a nebulous term but rather as an index of behaviours that can be learned and daily practice. These can be trained in the leaders and also employees by supporting them with mindfulness training and increasing their hope, efficacy, resilience, and optimism (Charoensukmongkol & Suthatorn, 2018).

Just like any other talent, well-being requires consistent, daily practice. Employers who want to develop a workplace that places an emphasis on well-being will treat it as a growth priority by implementing self-assessment activities and assessing improvement in relation to the skills required to attain well-being in the workplace (Grossmeier et al., 2016; Mellor & Webster, 2013). Both leaders and employees are able to track their own growth as a result of this, as well as identify their beginning places and uncover the building pieces that make up their work. Every one of them will have a unique combination of behaviours and experiences that, on the one hand, contribute to a pleasant sense of well-being, and, on the other, lead to feelings of tension, worry, or discomfort. It is essential to acknowledge this fact and make conscious efforts to acquire the qualities that contribute to improved health.

Organisations with a vision towards the future will enable and empower their leaders and employees to select the appropriate combination of tools and experiences to meet their unique requirements. Taking the time to recharge might mean different things to different people. For others, it means making sure they get enough sleep, exercise, or diet. Some people may place more importance on making time for mindfulness practises, stepping away from technological distractions, or reengaging with their communities.

Employees will look for leaders who not only make a commitment to promoting employee health and wellness, but also provide clear and easy access to assistance for workers who may require it, as well as the ability to tailor their methods to the specific needs of individual workers. This will boost the loyalty and psychological contract of the employees towards the leaders and their organisation.