Professor Mario Mikulincer - Attachment security as a tool for overcoming prejudice, discrimination, and racism Baruch Ivcher School of Psychology, Interdisciplinary Center (IDC), Herzliya, Israel
Prof. Juan Antonio Moriano - Security Providing Leadership and employees’ wellbeing National University of Distance Education (UNED) Madrid, Spain
A growing body of empirical evidence shows that occupational health is now more relevant than ever due to the COVID-19 pandemic. Managers and supervisors play a vital role in the prevention of occupational hazards; they are responsible for establishing effective policies and practices that promote the safety, protection, and health of workers. Moreover, the way leadership is exercised can have beneficial (protective) or detrimental (risky) consequences for employees’ well-being. The security providing leadership model focus on the follower-leader relationship through the lens of attachment theory – one of the most important theories in the study of interpersonal relationships (Bowlby, 1982; Shaver & Mikulincer, 2007). According to attachment theory, security-providing leaders are likely to be available, sensitive, and responsive to their followers’ needs; provide advice, guidance, and emotional and instrumental resources to group members; develop followers’ autonomy, initiative, and creativity; build followers’ sense of self-worth, competence, and mastery; and support their desire to take on new challenges and acquire new skills. This attachment approach to leadership has a solid theoretical base and has been empirically validated in several studies (Lisá et al., 2021; Molero et al., 2019; Moriano et al., 2021).
Doc. PhDr. Ing. Aleš Gregar, CSc. - Concept of Smart Factory in production plant – project and implementation? Tomas Bata University in Zlín, Facultyof Management and Economics, Czech Republic
The aim of this paper is to provide information about a research project focused on supporting the implementation of the Smart Factory concept in ALPS Electric CZ, Sebranice production plant. The implementation of the Smart Factory concept requires successful management of changes in work roles, changes in working conditions, changes in qualification requirements, changes in career development models of employees, changes in motivational factors, changes in conditions for intra-company communication and overall changes in corporate culture.
Dr. HiraSalahuddinKhan - Situational Leadership: An Effective Leadership Approach for Problem-Solving Policing AssociateProfessor, School of Management; JiangsuUniversity, China Thistopicexplainsaboutthe leadership “Situational leadership" as theright management strategyforCrisis Management. Leadership has becomeanincreasinglydifficult, complex, and multi-facetedtopic in today'sglobalized society. New questions and challengescontinue to emergewithregard to the most effectiveor “best” style ofleadingorganizations and peoplethroughthe 21st Century, oftenbringingdecreasedclarity to the leadership discussion. In thecurrenttimes, thecorporate and organizations these days are facingimmensechallenges to sustainthemselves to highcompetition in thedomestic and internationalmarkets. Theglobalpandemicisbringing leadership issues to thesurface, and itremains to beseenwhichleaderswillrise to theoccasion. Theworkings and performance ofthecompanyalsogetimpacted by poor management style and improper leadership approach. It leads to thecreationofworkplacecrises such as overload, burnout, bullying, risks, and conflictswhichimpedestheproductivity and performance oftheemployees. Acceptanceofconflict in human society meansthatindividualsinvolvedcancompromise and negotiateopenly to resolvetheconflict. It isonlywhenconflicts are badlyhandledthatwehaveresentment, aggressionorhostileattitudesthatdefinethemselves in crisis. In any case, conflicts do not alwaysresult in crisis, but itisalways a strongstrikersfor positive change. Under such conditions, itisessential to adopttheright management practices and leadership attributes so thatimprovementscouldbebrought in thepoororganizationalefficacy. It includestheadoptionofsituational leadership style whichis a leadership theorybased on directive and supportivedimensions. Eachdimension in thesituational leadership style helps in dealingwithdifferentsituationsthatoccur in thecompany management process. Theleadersthatadoptsituational leadership style adoptdifferenttraits such as flexibility, coaching, delegating, participating, and humility to ensurethatdecisions are made as per differentconflictingsituationsfaced by theemployees, management, or business. Successfulleadershavetheability to lookatsituationswithdifferentperspectives. They assessthesituation and behaviorsofthe team members in play, afterwhichtheydeterminethe type of leadership approach to use to getthebestresult. Theeffectivenessofsituational leadership style in managingworkplacecrisis and highlightsthe role of leadership in attainingorganizationalgoals. Theresearchalsohighlightstheconcept and theoryofsituational leadership and delineatestheimpactofbothpoor and effectivecrisis management on anorganization’soverall performance and goals.
Prof. A. Rui Gomes - Leadership efficacy: Contributes from the Leadership Efficacy Model University of Minho, School of Psychology, Portugal In this presentation, it will be discussed the topic of leadership and the Leadership Efficacy Model (LEM). The LEM suggests that leadership efficacy depends on the congruence between the conceptual cycle of leadership and the practical cycle of leadership and also by considering the leadership styles assumed by leaders and the moderating influence of the antecedent factors of leadership. It will be analysed how these three elements of the model (leadership cycles, leadership styles, and the antecedent factors of leadership) apply to the work of leaders and concur to explain their efficacy in leading teams and organizations. The model includes four hypotheses (congruence of leadership cycles, optimal leadership profile, favourability of conditions for leadership, and optimized congruence hypothesis of leadership) that will be presented according to empirical findings of leadership efficacy. The final part of the presentation will debate some practical implications of the model to the work of leaders.
PhDr. Mojmír Kališ, PhD. - Kompetencie v digitálnom veku Asociácia psychológov práce a organizácie
Digitálna éra je už teraz súčasťou nášho života. Môžeme pozorovať od sedemdesiatych rokov minulého storočia jej pozvoľný, v súčasnosti sa zrýchľujúci sa postup, aj s psychologickými a sociálnymi dôsledkami, ktoré takáto zmena prináša. Zásadnou zmenou je technologická zmena, ktorá sa prezentuje ako Štvrtá priemyselná revolúcia. Podobne, ako v minulosti, aj v etape Štvrtej priemyselnej revolúcie, budú vznikať nároky na nové kompetencie, na zmenu v prístupoch a v myslení. Bude narastať neistota v práci; postupne vzniká nová veľká skupina pracujúcich, ktorá dostala názov prekariát. Žije aj pracuje v neistote práce. Pre psychológiu práce sú zaujímavé stratégie ich pracovného života. Technologické zmeny pripravia o prácu ľudí v bankovom sektore, v priemysle z dôvodov automatizácie. Bude potrebné, aby sa pracujúci rekvalifikovali, získali nové spôsobilosti. Zároveň sa zvýši potreba sociálnych a opatrovateľských služieb. Digitalizácia významne zmení prostredie projektového manažmentu. Požiadavky na ľudí v tejto etape rozvoja spoločnosti budú spočívať v prvom rade v schopnosti a ochote prispôsobiť sa novým podmienkam práce. To znamená nároky tak na kognitívne ako aj emocionálne charakteristiky osobnosti. Spoločnou kompetenciou bude teda schopnosť zvládnuť požiadavky na zmeny v pracovnom správaní, u manažérov požiadavky na riadenie zmien.