Can sustainable HR management support leaders' wellbeing within remote work?
Following the remote work transition, leaders faced magnified responsibilities imposing wellbeing vulnerabilities. Through a qualitative Design-Based Research approach composed of two studies, HTH alumna Ariane Albert explored how sustainable Human Resource Management may support leaders’ wellbeing within remote work.
Study 1 unveils which sustainable Human Resource Management practices support leader wellbeing while reinstating the industry-wide problem: leader wellbeing negligence. Study 2 investigates the effectiveness of three interventions on leader wellbeing in the remote environment by using before-after measurements and evaluating the solution blueprint. The findings suggest a degree of leader negligence; however, amplify the potential to support wellbeing through learning and development, and work-life balance practices. By completing the Design-Based Research cycle, Ms. Albert appraised and improved the solution blueprint and the implementation process. Despite perceived wellbeing improvements being minimal, this research initiated a crucial conversation amongst leaders, demonstrating the importance of wellbeing and the need for systematic change within organisations.
Dr. David Brannon, Ms. Albert’s thesis coach, said: “Ariane emphasises leaders' wellbeing leading hybrid teams into the new “norm”, a feature commonly overlooked by organisations. She recognises leadership must either evolve through training and organisational support or fall behind to everyone’s detriment. While answers for this developing frontier remain aloof, Ariane rightfully calls for open stakeholder dialogue.”
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