As suggested in the National Academy of Medicine 2021 report, happiness and general well-being are impacted by health. Thus, every individual should have access to opportunities to be happy and healthy (Hassmiller et al., 2022). The Future of Nursing 2020-2030: Charting a Path addresses that, to achieve Health Equity, nurses can work to minimize health disparities and enhance equity while reducing costs that may be used in healthcare services, using advanced technology, and maintaining patient and family-focused care.
Social determinants, including racism, stigma, illiteracy, and poverty, are among the underlying contributing aspects of health inequities. Also, unequal access to healthcare is a significant factor in healthcare inequities (Essel., 2022). Health care disparity typically is distinct of groups in access to, use, and quality of care affordability and health insurance coverage. The Centers for Disease Control and Prevention aim to achieve advancements in individuals’ lives by minimizing health inequities.
Health inequality and inequity are terms used to describe unjust distinctions. Health inequities are differences in the distribution of health resources between distinct population groups influenced by the social status in which individuals are born, live, grow, age, and work. On the other hand, the health Systems approach reviews health inequalities as patterns within the larger rubric of different aspects of the human condition, including educational outcomes and economic development. Health inequities are unfair and could be minimized by appropriate and reliable government policies. Being uninsured, for example, has significant consequences, including higher mortality and disability rates, poor health outcomes, lower incomes because of diseases, and prolonged illness. In contrast, health inequalities require more advanced and dynamic system models.
Health equity is enhanced when everyone has a just and fair opportunity to be healthy. Nurses have a significant role in addressing the underlying factors of poor health by understanding and recognizing the various factors affecting people’s well-being and lifespan. Thus, nurses can help develop individual and community-targeted initiatives and facilitate and work with interdisciplinary and multisector groups and partners to implement those initiatives.
By expanding their role, nurses can impact the landscape of equity in the future by developing their roles, operating in new practice settings and advanced ways, and making optimum efforts to partner with communities and various distinct sectors. In the state, to make successful progress in achieving health equity, there is a need to devote resources and attention to the factors affecting individuals’ health and invest in developing nurse capacity. Nursing education institutions must shift learning, training, and mindsets to acknowledge nurses’ advanced roles.
Nurses can advocate for their patients by supporting appropriate resources, patient rights, interpreters, and cultural competence training to reduce disparities. Nurses may conduct screening, review individual results, develop care plans based on social requirements indicated by the individual results, refer the individual to appropriate professionals and social services, and carry out care coordination by creating a collaborative environment or interfacing with community health workers, social workers, and social service providers. For this to be successful, there is necessary to avoid making assumptions about individuals and recognize individual and diverse choices.
Due to the dramatic increase in nurses’ services, nursing professionals are particularly hard-pressed. Without specific periods of recharge or rest, nurses are at risk of developing chronic stress. Over time, this can result in various issues, including premature aging, decreased immune system function, or depression. Hence, adopting self-care practices for nurses is crucial. Self-care is any deliberate practice nurses can enhance to provide physical, mental, and spiritual wellness (Filoramo., 2022). It is vital for nurses who spend their duties caring for others to develop self-care to reduce stress, replenish their capacity to provide empathy and compassion, and enhance care quality. For example, Self-reflection can allow one to recognize one’s strengths and weaknesses and utilize these abilities for ongoing learning. By self-reflection, one will enhance their skills in self-directed learning, enhance motivation, and develop the quality of care one can provide.
American Nurse Association recommends that the moral respect extended by nurses to all individuals extends to oneself as well. The code of ethics advocates the reciprocal relationship between personal and professional growth. It is, therefore, critical for nurses to care for themselves as it brings that into the practice settings, and there is quality excellence. Also, it complements others’ duties and enhances a higher care quality provision. So, self-care is vital to the nurses and the patients, staff, and the health care setting.
Conclusion
The future of Nursing evaluates how nurses’ education, roles, and responsibilities should significantly advance to meet the increased demand for care services that healthcare reforms will develop and to create improvements in increasing health system complexity. The report addresses that to achieve health equity, nurses can perform to keep costs at bay, maintain patient and family-focused care, and utilize technology to reduce health disparities and enhance equity.
References
Essel, K. (2022). Social Determinants of Health Part 3: Promoting health equity. Pediatric Collections: Social Determinants of Health (Part 3: Promoting Health Equity), 3–4. https://doi.org/10.1542/9781610026390-part03-promoting_health_equity
Filoramo, M. (2022). Nurses as the patients and burnout as the condition: Self-care to improve patient care. Pain Management Nursing, 23(2), 237. https://doi.org/10.1016/j.pmn.2022.02.011
Hassmiller, S. B., & Wakefield, M. K. (2022). The Future of Nursing 2020–2030: Charting a Path to achieve health equity. Nursing Outlook, 70(6). https://doi.org/10.1016/j.outlook.2022.05.013
Industrialization In India Essay Example
Most individuals from India have been traveling to various parts of the world, including England, since 1600-roughly as long as the English people have been sailing to India. Most histories of India, England, and colonialism seem to neglect the accounts of the Indian travelers. The mainstream of colonialism in South Asia comprised the movement of Britons outwards who discovered, traded, conquered, ruled, and wrote about India. From the mid-eighteenth century, a small but growing number of Indians started to produce written travel narratives. This paper will look at the theme of industrialization, particularly in India.
Despite the Europeans having esteemed trade with India from ancient times, the extensive journey amongst these areas was disposed to many latent hesitant chunks and middlemen’s complications, which made trade dangerous, undependable, and affluent. This was particularly correct after the antique Silk Road was all but closed by the Mongol Empire’s fall and the Ottoman Empire’s rise.[1]. Because of the distance of the endeavor, dealers had to create fortified posts as Europeans, controlled by the Portuguese, begun to examine sea transportation means to evade middlemen. The British provided the East India Firm with this role. It first gained a foothold in India by attaining the go-ahead from home-grown authorities to possess the land, reinforce its holdings, and engage in duty-free trade in cooperative agreements. As a result of its involvement in wars, which forced other European businesses to withdraw, the corporation eventually gained geographical paramountcy over Bengal, toppling the Nawab and installing a puppet in 1757.[2] The Nawab’s administrative headquarters were relocated to Calcutta under Warren Hastings’ management in the 1770s, consolidating the corporation’s rule over Bengal. Bengal came under the indirect jurisdiction of the British regimè at a similar time as the British Parliament began controlling the East India firm via various India Acts. Over the following eighty years, several combats, agreements, and seizures expanded the firm’s dominance over the subcontinent, reducing the majority of India to the will of British administrators and traders.
The East India Firm’s neglect welcomed a huge share of the culpability for rebellion. The Government of India provided the British monarch power over India.[3]. The state administrator for India was provided with the remaining power of the mercantile firm. He would supervise the India Office and be helped and guided, mostly in monetary aspects, by the Council of India, which was initially comprised of nearly 14 Britons, 7 of whom were selected by the old firm’s court of management and seven that the king selected. Though some of the most significant influential radical figures in Britain helped as secretaries of the Indian state during the 19th century, real influence over the nation’s régime continued in the hands of British vicereines, who alienated their time between Kolkata and Shimla and their steel frame of 1,500 Indian Civil Service workers dispatched on the spot across British India.
Economically, it was a time of booming trade, early industrial growth, increased commercial agricultural production, and terrible famine. India was saddled with the total cost of the mutiny in 1857–1859, which was equal to a single year’s value of income, and it was repaid in four years from improved revenue resources. During that time, land revenue remained the principal source of revenue for the government. As a proportion of the agricultural output of Indian soil, it remained a yearly wager in monsoon rains. It typically donated nearly half of British India’s gross yearly income, or around the amount required to uphold the armed militaries.[4] The state’s-upheld monopoly over the thriving opium traffic to China was the second-biggest revenue foundation at the period, followed by the tax on salt, which the monarch likewise fiercely preserved as its official proprietary preserve. To cover the war discrepancy, a personal revenue tax was employed for five years; nevertheless, individual municipal revenue was not included as a consistent base of Indian income until 1886.
The railroad network that quickly developed over the subcontinent after 1858, when there were just 200 miles of track in India, was Britain’s most significant influence on India’s financial prosperity through the crown law. British railroad companies had finished more than 5,000 miles of steel track by 1869, and by 1900, about 25,000 miles of rail were installed. By the commencement of World War I (1914–18), the total had grown to 35,000 miles.[5], or nearly the entire rail network’s expansion in British India. The railroads initially turned out to be a mixed blessing for the majority of Indians because they facilitated the extraction of raw materials from India and the change from existence to viable agricultural creation by linking India’s agricultural, village-based heartland to the British grand port towns of Bombay, Madras, and Calcutta. Using the trains to travel inland, middlemen employed by port-city agency houses persuaded village headmen to convert sizable plots of land with grain yields to commercial crops.
During the initial time of crown power, British India developed past its firm limitations and to the northeast and northwest. Pathan raiders acted as a continuous draw and justification for proponents of imperialism in the colonial offices of Calcutta and Simla and the imperial state offices at Whitehall, London. The turbulent tribal frontier to the northwest continued to be a continual basis of harassment to settled British law. Russian expansion into Central Asia in the 1860s increased British proconsuls’ concern and motivation to expand the Indian empire’s frontier beyond the Hindu Kush Mountain range and, in fact, all the way up to Afghanistan’s northern border along the Amu Darya. The northwest frontier punitive expedition policy, widely believed as the simple, cheap means of pacifying the Pathans, was generally considered the most effective strategy. As a ruler, Lord Lawrence, that ruled from 1864-69, maintained the same border pacification strategy and steadfastly resisted being prodded or seduced into the constantly simmering political quagmire that is Afghanistan.
In the 1880s, the Indian National Congress rose to prominence, according to Bayly, primarily due to India’s marvelous recent contacts with the West. From the perspective of colonial administrators, the burgeoning political class posed a danger to the British administration, necessitating the need to delegitimize their message and restrict their voice. According to Bayly’s remarks, the Indian National Congress had the potential to empower the colonized (elites)[6], but the metropole saw this as a byproduct of the civilizing mission. The Indian National Congress could be seen as a mimic of Western ruling establishments, translating between higher politics and the proletariat, mobilizing Indian people through rhetoric, but never accepting radical legitimacy in the empire, in line with Bhabha’s mimicry framework where learned, male elite Indians turned into a mimic of the white, British, male colonizer. For British administrators like Hume, the Indian National Congress was not a chance to seize power from the British government as it eventually did, but rather an opportunity to demonstrate that it was “a true and 12 wise national institution,” a kind of committee for exchanging thoughts about India in a “modern” way. Henry’s lecture series and criticism of Indian institutions and leadership were greatly influenced by it.
Marshall asserts that the (male) colonizer and colonized were compelled to oppose one another during colonial activities.[7]. The predetermined system of superiority and inferiority caused a psychological shift in identity that cut beyond gender, morality, and overt and covert power limits. Metropolitan and colonized citizens became “Intimate Enemies” due to the distinctions drawn within and between these categories. For fear of having their standing questioned, there was pressure on the imperial officials to be strong and uphold the imperial values.[8]. On the other hand, Marshall contends that Indians altered the definitions of the categories to which they were confined to achieve some semblance of “autonomy” inside the colonial system “in the face of defeat, indignity, exploitation, and violence.”
Early in the 18th century, India was a significant aspect of the worldwide textile sector. Still, it had lost its export market and a large portion of its local market in the middle of the century. Therefore, India experienced secular deindustrialization. In 1750, India accounted for around 25% of global industrial output; by 1900, this proportion had dropped to just 2%[9]. The existing literature mostly blames Britain’s textile manufacturing productivity increase and the global transportation revolution for India’s deindustrialization. Production in India became increasingly unprofitable due to increased British productivity, which first affected village production before spreading to factory items.
Reducing sea freight charges that promoted specialization and trade for India and Britain amplified these effects. Thus, Britain initially attained power over India’s export market before attaining power over its internal market. An effective tool in the Indian nationalists’ arsenal to criticize colonial rule was this argument for deindustrialization. The historical literature offers a second justification for deindustrialization in the economic downturn India experienced after Mughal control was abolished in the 18th century. Even if some manufacturers profited from the new arrangement, we think the unrest brought on by this political realignment eventually contributed to supply-side problems for Indian manufacturing.[10]. A third argument for India’s deindustrialization, like the first, has its foundation in the forces of globalization. During the late 18th century, India’s commodity export industry saw a significant development in trade relative to textiles, which attracted workers away from textiles.
Conclusion
India’s deindustrialization occurred between 1750 and 1860, and that century can be divided into two primary epochs with quite diverse deindustrialization causes. The Mughal Empire’s collapse led to the first period, which lasted roughly from 1750 to 1810[11]. The expansion of revenue farming, rising rent costs, war-related price increases for agricultural inputs, and a reduction in regional trade in the sub-continent all contributed to a decline in foodgrain agriculture production as central authority eroded. As grain prices increased, the nominal pay also increased since employees’ living standard was close to subsistence. As a result, the own wage in Indian textile production increased, which decreased India’s ability to compete in the export market. As a result, when most British outputs were still done through the cottage system, Britain gained ground on India in the global textile market. Additionally, intersectoral trade terms shifted away from textiles, promoting the development of agricultural commodities. India experienced the fastest decline in its proportion of global industrial production among non-European nations.
The relative price of textiles decreased dramatically during the second epoch, roughly from 1810 to 1860, due to increased productivity brought on by the adoption of the factory system. This trend was particularly pronounced in India, where a global transportation revolution further lowered textile prices everywhere in the periphery. Thus, even though Indian agriculture’s production stopped declining throughout this time under the security of firm administration and despite the slowing and stabilizing rise in grain charges, the cost of grain kept rising. India had a two-part shift from being a net exporter to an importer of textiles by the year 1860. A long-run downturn in commerce that lasted until the late 1930s began after a secular rise there stopped, reversed, and began. A decline in terms of trade meant that the textile industry, which competed with imports, was no longer punished by adverse external price shocks. India’s deindustrialization had ended by the late 19th century, and a steady reindustrialization process had started.
References
Primary source
Travels in India, During the Years 1780, 1781, 1782, & 1783, by William Hodges
https://books.google.com/books?hl=en&lr=&id=_Ssk4K6QmxcC&oi=fnd&pg=PA1&dq=travels+to+india&ots=dCkxJovqfh&sig=Dk_reGIodI5v1vuEEJ8dZMHDTrI#v=onepage&q&f=false
secondary source
Marshall, P. J. “The Whites of British India, 1780-1830: A Failed Colonial Society?” The International History Review, vol. 12, no. 1, 1990, pp. 26–44. JSTOR
http://www.jstor.org/stable/40106131. Accessed 23 Feb. 2023.
Bagchi, Amiya Kumar. “Deindustrialization in India in the nineteenth century: Some theoretical implications.” The Journal of Development Studies 12, no. 2 (1976): 135-164.
Bayly, C. A., ‘The Growth of Political Stability in India, 1780–1830’, Rulers, Townsmen and Bazaars: North Indian Society in the Age of British Expansion 1770-1870, 3rd ed, Oxford India Perennials Series (Delhi, 2012; online edn, Oxford Academic, 20 Sept. 2012),
https://doi.org/10.1093/acprof:oso/9780198077466.003.0019
Dr. Douglas M. Peers (2005) Colonial knowledge and the military in India, 1780–1860, The Journal of Imperial and Commonwealth History, 33:2, 157-180, DOI: 10.1080/0308653050012
Lal, Deepak. Ideology and industrialization in India and East Asia. The World Bank, 1986
[1] Marshall, P. J. “The Whites of British India, 1780-1830: A Failed Colonial Society?” The International History Review, vol. 12, no. 1, 1990, pp. 26–44. JSTOR
[2] Travels in India, During the Years 1780, 1781, 1782, & 1783, by William Hodges
[3] Marshall, P. J. “The Whites of British India, 1780-1830: A Failed Colonial Society?” The International History Review, vol. 12, no. 1, 1990, pp. 26–44. JSTOR
[4] Marshall, P. J. “The Whites of British India, 1780-1830: A Failed Colonial Society?” The International History Review, vol. 12, no. 1, 1990, pp. 26–44. JSTOR
[5] Bagchi, Amiya Kumar. “Deindustrialization in India in the nineteenth century: Some theoretical implications.” The Journal of Development Studies 12, no. 2 (1976): 135-164.
[6] Bayly, C. A., ‘The Growth of Political Stability in India, 1780–1830’, Rulers, Townsmen and Bazaars: North Indian Society in the Age of British Expansion 1770-1870, 3rd ed, Oxford India Perennials Series (Delhi, 2012; online edn, Oxford Academic, 20 Sept. 2012),
[7] Marshall, P. J. “The Whites of British India, 1780-1830: A Failed Colonial Society?” The International History Review, vol. 12, no. 1, 1990, pp. 26–44. JSTOR
[8] Lal, Deepak. Ideology and industrialization in India and East Asia. The World Bank, 1986.
[9] Dr. Douglas M. Peers (2005) Colonial knowledge and the military in India, 1780–1860, The Journal of Imperial and Commonwealth History, 33:2, 157-180, DOI: 10.1080/0308653050012
[10] Dr. Douglas M. Peers (2005) Colonial knowledge and the military in India, 1780–1860, The Journal of Imperial and Commonwealth History, 33:2, 157-180, DOI: 10.1080/0308653050012
[11] Bagchi, Amiya Kumar. “Deindustrialization in India in the nineteenth century: Some theoretical implications.” The Journal of Development Studies 12, no. 2 (1976): 135-164.
Psychology Of Leadership Essay Example
An extensive evaluation and analysis of how Positive Psychology underpins aspects of Leadership Theory
Psychology plays a significant role in all aspects of society, particularly the positive psychology model, which delves into the well-being of individuals. This essay evaluates how positive psychology underpins the various contemporary leadership theories about current leadership challenges experienced in the workplace. In its exploration, the paper will first discuss the psychological model of positive psychology, including consulting a critical model in positive psychology known as the PERMA model and how it underpins contemporary leadership theories.
The second discussion in the essay will evaluate the in-depth significance of positive psychology in the transformational leadership theory and how the PERMA model underpins transformational leadership theory. In this section, the report will examine transformational leadership theory and its challenges in the applied work context. Finally, the paper will evaluate the future of positive psychology and transformational leadership theory.
The definition of positive psychology will help elaborate on how it underpins the different leadership theories and, later in the essay, explain how it underpins transformational leadership. Generally, psychology is the study of the mind and behavior; however, an acclaimed branch of psychology is positive psychology which is defined as the psychology of well-being and flourishing which mainly delves into the strengths of humanity rather than weaknesses by bolstering the goodness and positivism in life rather than treating the bad (Seligman, 2019).
According to Seligman (2019), positive psychology aims to complement traditional fields of psychology with no intention of replacing them. Person (2008) defined positive psychology as the process that makes life worthwhile by interacting with human beings at their best moments. The quality of life, happiness, and well-being are at the core of positive psychology as they heavily foster positivism and reduce maladaptive thoughts in times of helplessness. Seligman (2019) described authentic happiness as one with three types of happy lives; good, pleasant, and meaningful. In his explanation of the meaningful life aspect Seligman (2019), they summarized this theory using the PEPRMA model, an acronym for Positive Emotions, Engagement, Positive Relationships, Meaningfulness, and Accomplishment.
Positive emotions are linked with positive outcomes in life, varying from simple joy and happiness to stronger emotions of satisfaction and pride. Positive emotions help foster stronger social relationships in the community and working environments. Fredrickson (2001) established that positive emotions played a vital role in improving the well-being of individuals and as a sign of flourishing since they help in ridding the mind of negative emotions and their impacts. Positive emotions help in developing recurrent reasoning and acting.
Engagement is described as participating in events that encourage and develop individual interests. Seligman (2012) compared engagement to “being one with the music, ” which aligns with Csikszentmihalyi’s former ideology of the flow. Genuine engagement in an activity allows people to fully concentrate on it as they get mentally absorbed into doing the activity. Genuine engagement induces passion and assists individuals to live in the current moment, whereby they pay attention only to the activities happening at the present moment.
Positive relationships, as the third core component of the PERMA model, describe the various relationships human beings get to form throughout their lives, including those with family members, friends, partners, and coworkers, amongst others. According to Seligman (2012), human beings are naturally social creatures whose social circles broaden as they go through the different stages of life. Nonetheless, forming these social circles is highly dependent on the social environment, and people focus on creating productive relationships, promoting their well-being, and generating positive emotions. Peterson (2008) argued that everybody matters in society matters because it is through responses to each other in the community that stronger relations emerge.
Meaningfulness is the purpose people create as they go through life. Seligman (2012) states that meaning includes serving something more significant than ourselves. Meaning answers the question as to why we live our lives the way we do as human beings. Individual values answer these questions, which their life adversities may drive (Wong & Roy, 2017). The sense of meaning in people helps them strive to achieve their objectives in life within the different aspects of their lives, including spiritual, social, professional, and political (Lomas et al., 2021).
Accomplishments within the PERMA model are known as competence, whereby individuals gain pride from their accomplishments in life, resulting in their well-being (Seligman, 2012). Accomplishment within the PERMA model may not solely be pursued to yield positive emotions or relationships. However, for other individual reasons, they heavily impact the other elements of PERMA, like positive emotion when one acquires a sense of pride. Seligman (2013) described personal objectives as better driving forces to accomplishing more remarkable achievements than extrinsic goals since goals can be individual or community-based.
In the next section, the essay will evaluate how positive psychology underpins the various contemporary leadership theories.
This essay will examine how positive psychology underpins transformational leadership by discussing the challenges in applied work. It defines transformational leadership as a style affecting social systems and individual behavior. In its optimal state, it fosters significant and constructive change in the followers, aiming to transform employees into leaders.
Transformational leadership improves followers’ motivation, morale, and output via several processes when practiced in its purest form. Transformational leadership encourages followers to take greater ownership of their individual and collective duties by challenging these individuals to do so and understanding personal abilities and shortcomings so the leader can allocate employees to duties that maximize their performance. Connecting the followers’ sense of identity and self to the organization’s mission and collective identity is another factor for encouraging factors taken into consideration by transformational leaders.
Transformational leaders give their followers something more than merely working for their benefit; they offer members a sense of self and a compelling purpose. Through the leader’s idealized influence, stimulation of thought, inspirational motivation, and personalized concern, the leader transforms and drives followers since these are the core elements of the transformational leadership theory. Additionally, this leader exhorts people to think of fresh, original ways to oppose the present state of affairs and change the setting to support success. There are various challenges experienced by employees within the Department of Human Resources and Management, among them stress, leadership development, and burnout. If these issues are not addressed, they eventually affect people’s working performance. In the next part of the essay, discussions will revolve around how positive psychology and the PERMA model underpin transformational leadership within an applied work context.
Transformational leadership is crucial in shielding employees from workplace burnout by considering their thoughts and responses to leadership. This type of leadership can favorably impact employees’ ability to thrive at work. Burnout diminishes the chances of human resource employees succeeding at the workplace, reducing the sense of pride in accomplishment and eventually affecting the employee’s self-identity (Hildenbrand et al., 2018).
Lin et al. (2020) suggest that the collaborative spirit of management and employee interaction is emphasized by transformational leadership. Typically, it supports substantial information sharing, creativity, and development. For instance, by delegating meaningful duties and using the company’s vision statement, transformational leaders can help employees find a purpose that aligns with the company’s goals. In such cases, employees are, therefore, able to find the purposeful existence of their jobs.
Another challenging factor for human resource employees is high stressors in the workplace. According to Walumbwa (2018), transformational leadership significantly impacts how employees behave and work because they make decisions and carry them out. How to get staff engaged is the largest managerial challenge. Three core pillars of positive psychology are built around personal traits, positive institutions, and positive experiences (Seligman, 2019). According to Kour et al. (2019), the three positive traits that contribute heavily to how employees may overcome stressors at work and boost their performance are well-being, optimism, and personal strength.
Walumbwa (2018) suggests that a significant issue requiring leaders’ interventions involves motivating employees to consistently learn at the workplace to increase adaptability and develop creative habits. Nonetheless, because of the greater workloads which force employees to work overtime and the hurried speed of work, which are caused by the more severe rivalry in the labor market, the employees now frequently experience significant levels of work stress.
Another challenge facing human resource employees is leadership development. Human resource managers are tasked with hiring professionals expected to steer companies in the right direction, leaving no room for mistakes (Cassar et al., 2017). Transformational leadership fosters good positive relationships with employees, which facilitates employees championing behaviors that help them adapt to organizational changes within the workplace (Islam et al., 2021). Good working relationships help reduce some of the employee’s stressors.
Productive engagement among staff in the workplace continues to be an important public issue because it relates to the concentrated effort to achieve company objectives. The workplace involvement of employees is an important term within the field of positive psychology. It plays a crucial and basic role in the ongoing corporate development and change process (Meng et al., 2022). Work engagement is a stronger indicator of positive work results than factors like job satisfaction and organizational commitment. Over the past two decades, work engagement has slowly risen to the top of management research and practice. A high level of engagement among human resource employees in the public realm could be beneficial for fostering the caliber of public services (Arnold, 2017).
Nevertheless, employee engagement in the public sector is lower than in the private sector. Research on employee involvement in the public sector has recently piqued academic interest due to its potential to improve performance, management, decisions, and reform (Moin et al., 2021). As a key component of positive psychology, having a meaningful job reflects the connection between one’s inner and outer worlds. It also gives employees the innate drive to make good decisions and achieve their full potential. The connection involving meaningfulness and engagement will likely shift during transformational leadership due to its ability to promote positive results in the workplace.
According to the demand-resource model for the job, transformational leadership is an essential asset that enables followers to go beyond their interests to accomplish group and organizational goals (Hannah et al., 2020). Positions at work represent the positive psychological state of work engagement. In order to foster positive personal achievement and interactions with work and others, engaged employees often intellectually, emotionally, and physically project themselves into their job positions. They frequently display high commitment, excitement, and energy while working (Duțu & Butucescu, 2019).
References
Arnold, K. A. (2017). Transformational leadership and employee psychological well-being: A review and directions for future research. Journal of Occupational Health Psychology, 22(3), 381–393. https://doi.org/10.1037/ocp0000062
Behery, M., Paton, R. A., & Hussain, R. (2012). Psychological contract and organizational commitment. Competitiveness Review, 22(4), 299–319. https://doi.org/10.1108/10595421211247141 (Behery et al., 2012)
Carr, A., Cullen, K., Keeney, C., Canning, C., Mooney, O., Chinseallaigh, E., & O’Dowd, A. (2020). Effectiveness of positive psychology interventions: a systematic review and meta-analysis. The Journal of Positive Psychology, 16(6), 749–769. https://doi.org/10.1080/17439760.2020.1818807 (Carr et al., 2020)
Cassar, V., Bezzina, F., & Buttigieg, S. C. (2017). The relationship between transformational leadership and work attitudes. Leadership & Organization Development Journal. https://doi.org/10.1108/lodj-11-2015-0248
Duțu, R., & Butucescu, A. (2019). On the Link between Transformational Leadership and Employees’ Work Engagement: The Role of Psychological Empowerment. Psihologia Resurselor Umane, 17(2), 42–73. https://doi.org/10.24837/pru.v17i2.291
Hannah, S. T., Perez, A. L. U., Lester, P. B., & Quick, J. C. (2020). Bolstering Workplace Psychological Well-Being Through Transactional and Transformational Leadership. Journal of Leadership & Organizational Studies, 27(3), 222–240. https://doi.org/10.1177/1548051820933623
Hildenbrand, K., Sacramento, C. A., & Binnewies, C. (2018). Transformational leadership and burnout: The role of thriving and followers’ openness to experience. Journal of Occupational Health Psychology, 23(1), 31–43. https://doi.org/10.1037/ocp0000051
Islam, M. N., Idris, A., & Furuoka, F. (2021). The Role of Leadership to Nurture Employee Championing Behavior during Organizational Change: Does Valence Matter? An Individual Level Analysis. Employee Responsibilities and Rights Journal, 34(1), 1–17. https://doi.org/10.1007/s10672-021-09375-1
Khan, H. S. U. D., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout, and social loafing: a mediation model. Future Business Journal, 6(1). https://doi.org/10.1186/s43093-020-00043-8 (Khan et al., 2020)
Kour, J., El-Den, J., & Sriratanaviriyakul, N. (2019). The Role of Positive Psychology in Improving Employees’ Performance and Organizational Productivity: An Experimental Study. Procedia Computer Science, 161, 226–232. https://doi.org/10.1016/j.procs.2019.11.118
Lin, C., Xian, J., Li, B., & Huang, H. (2020). Transformational Leadership and Employees’ Thriving at Work: The Mediating Roles of Challenge-Hindrance Stressors. Frontiers in Psychology, p. 11. https://doi.org/10.3389/fpsyg.2020.01400
Lomas, T., Waters, L., Williams, P. L., Oades, L. G., & Kern, M. L. (2021). Third wave positive psychology: broadening towards complexity. The Journal of Positive Psychology, 16(5), 660–674. https://doi.org/10.1080/17439760.2020.1805501
Meng, F., Xu, Y., Liu, Y., Zhang, G., Tong, Y., & Lin, R. (2022). Linkages Between Transformational Leadership, Work Meaningfulness, and Work Engagement: A Multilevel Cross-Sectional Study. Psychology Research and Behavior Management, Volume 15, 367–380. https://doi.org/10.2147/prbm.s344624
Moin, M., Omar, M. K., Wei, F., Rasheed, M., & Hameed, Z. (2021). Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction. Current Issues in Tourism, 24(16), 2269–2277. https://doi.org/10.1080/13683500.2020.1829569
Seligman, M. (2002). Authentic happiness. Using the new positive psychology to realize your potential for lasting fulfillment. New York: Free Press.
Seligman, M. (2018). PERMA and the building blocks of well-being. Journal of Positive Psychology, 13 (4), 333-335
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