Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/338824 
Authors: 
Year of Publication: 
2025
Citation: 
[Journal:] Businesses [ISSN:] 2673-7116 [Volume:] 5 [Issue:] 3 [Article No.:] 27 [Year:] 2025 [Pages:] 1-20
Publisher: 
MDPI, Basel
Abstract: 
The purpose of this conceptual and explorative study is to investigate whether health-promoting self-leadership could be used as a coping strategy enabling employees to deal with negative emotions in an organizational change process, providing a conceptual framework. A total of 18 faculty members from a Nordic university college were interviewed about their experiences, perceptions, and emotional reactions. The study reveals that new IT-systems; heavier workloads; and a lack of involvement, trust, and information, in particular, were stated to be the main reasons for negative emotions, detachment from the university-status aim, and the disruption of employee work-life balance. A few faculty members practiced fragments of what, in theory, is defined as health-promoting self-leadership to successfully manage the organizational change processes. Some were unconscious of their self-leadership practices, while others had no tools to enable them to cope with changes, leading to negative emotions. I discuss the findings regarding health-promoting self-leadership practice based on self-leadership, change management, and emotion theory. Based on both the findings in this study and relevant theories regarding self-leadership and coping strategies, I propose a health-promoting self-leadership-based coping model that could provide both individual and organizational health and performance benefits.
Subjects: 
change management
coping strategies
emotions
involvement
organizational change
self-leadership
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
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