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Workplace Gym Memberships or Leadership Bootcamps?
| Workplace Gym Memberships or Leadership Bootcamps? Healthy Workplace It is going to take much more than free gym memberships to keep your workplace healthy. Work evolved into a wonderful set of goals we achieved rather than a place we go to for 10 plus hours a day with the advent of remote working. The trend was catching steam and exploded during The Covid Pandemic 2020. Now, we are backsliding. Work is feeling the great regression or devolution of the workplace. It may be more accurate to describe this as the devolution of leadership. Many leaders have reverted back to ineffective, outdated leadership practices. Micromanagement is becoming common with controlling, punitive, and manipulative leadership behaviors being observed. behaviors. Continuous employee monitoring is leading to a Panopticon Effect where employees feel like leadership is waiting for them to mess up. This damages motivation and morale further escalating the issue. Workplace Bullying Workplace bullying is also on the rise. I am not sure how it gets this far, but it does. When adults turn into common playground thugs when our jobs are on the line, the physical effects are devastating. Workplace bullying has been increasingly recognized in occupational health literature as a significant public health concern with both psychological and physiological consequences. Recent research demonstrates that chronic exposure to bullying behaviors in the workplace is associated with severe long-term health outcomes, particularly cardiovascular disorders and trauma-related psychological conditions. Physical Consequences One major physical consequence linked to workplace bullying is cardiovascular dysfunction, including hypertension and stress-related heart disease. Prolonged exposure to hostile workplace environments activates the body’s stress-response systems, particularly the hypothalamic–pituitary–adrenal (HPA) axis, resulting in elevated cortisol levels, chronic inflammation, and sustained increases in blood pressure. Walker (2025) explained that repeated exposure to bullying and psychological intimidation contributes to cardiometabolic strain and increased risk for cardiovascular complications. The review further identified workplace bullying as an occupational health hazard associated with absenteeism, burnout, and long-term physiological deterioration. PTSD A second serious consequence of workplace bullying is the development of post-traumatic stress disorder (PTSD) symptoms and complex psychological trauma. Contemporary research increasingly characterizes workplace bullying not as a minor interpersonal conflict, but as a form of chronic relational trauma capable of disrupting an individual’s psychological safety and cognitive stability. Symptoms frequently include hypervigilance, avoidance behaviors, emotional exhaustion, intrusive thoughts, self-doubt, and impaired interpersonal trust. Minibas-Poussard (2025) conceptualized workplace bullying as existential and relational trauma, emphasizing that repeated exposure to toxic workplace interactions can shatter an individual’s assumptions about safety, identity, and meaning. The study connected prolonged bullying exposure to trauma-related outcomes like PTSD and severe burnout syndromes. Mental Health Problems Earlier longitudinal research also supports these findings. Nielsen et al. (2014) found significant associations between workplace bullying and subsequent mental health problems, as well as somatic symptoms over time, reinforcing evidence that bullying exposure contributes to lasting psychological and physical harm. I have always been an advocate of self-leadership for knowledge workers. Autonomy breeds innovation, motivation, and engagement. True autonomy Is achieved through self-leadership. As the SME, you are your own leadership. You seek continuous improvement over time while achieving your best work outcomes. Gym memberships will not keep your workplace healthy, however, long intensive boot camps for leadership may. References Minibas-Poussard, J. (2025). From suffering to growth: A conceptual review of workplace bullying through a logotherapeutic lens with organizational implications. Social Sciences, 14(11), 669. https://doi.org/10.3390/socsci14110669 Nielsen, M. B., & Einarsen, S. (2014). Workplace bullying and subsequent health problems. Tidsskrift for Den norske legeforening, 134(12/13), 1233–1238. https://doi.org/10.4045/tidsskr.13.0880 Walker, J. (2025). Trauma, power, and psychological safety: Understanding the mental health impact of workplace bullying. Healthcare, 13(23), 3084. https://doi.org/10.3390/healthcare13233084 |
Posted on: May 21, 2026 07:21 PM
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Work Should Not Hurt
| Work Should Not Hurt To project managers, micromanagement is a dirty word. For all PM frameworks, micromanagement is more than a nuisance; it is a fundamental breakdown of the professional framework. Project management is built upon the pillar of trust, where teams are selected for their expertise and leaders serve as facilitators who remove obstacles to enable strategic execution. We trust that our leaders are crafting a vision, and in return, they trust that we are executing that vision with precision. However, as the workplace has transitioned into a post-pandemic era, this model is facing a systemic challenge. When the social exchange between leader and team shifts from trust to control, the results are no longer just organizational—they can be clinical. “When the social exchange between leader and team shifts from trust to control, the results are no longer just organizational—they can be clinical.”  Note: Visual depiction of the Social Exchange Theory represented by a scale comparing cost-benefit to knowledge workers in their current roles. The Erosion of Boundaries During the shift to remote work, productivity did not merely remain stable; it often intensified. Yet, this surge came with a hidden cost. The Microsoft Work Trend Index has documented the emergence of an "infinite workday," characterized by a 16% increase in late-evening meetings and constant weekend connectivity. Nearly half of remote workers reported that the walls between their professional and personal lives had effectively been breached, and they had difficulty maintaining boundaries between work and personal life (The Conference Board, 2023). Employees were often expected to maintain the same level of availability while also absorbing commuting time and in-person requirements. Monitoring tools have expanded. Oversight has intensified. More importantly, the boundary between professional oversight and personal time has become less defined, and leadership is crossing into spaces that were once respected as non-work domains. After-hours communication, continuous availability expectations, and increased involvement in how work is performed represent a shift toward control-oriented leadership. The Rise of Command-and-Control The role of the leader is to enable performance by removing barriers, not by directing every action (Project Management Institute, 2021). Knowledge workers, as described by Peter Drucker, perform best when they are trusted to apply their expertise with autonomy (Drucker, 1999). Leadership behavior has shifted in ways that demand our attention. Reports indicate rising workplace incivility, increased micromanagement, and a decline in institutional trust (Society for Human Resource Management, 2025). Leadership is crossing into personal boundaries. This "Great Regression" represents a retreat to 20th-century "Command-and-Control" models, characterized by:
This tension is best understood through the lens of Social Exchange Theory. This theory posits that social behavior is an exchange process where individuals weigh the potential benefits and risks of relationships (Cropanzano & Mitchell, 2005). In a healthy workplace, an employee exchanges skill and dedication for fair compensation, respect, and autonomy. When a leader provides control instead of trust and intrusion instead of support, the exchange becomes extractive. When the professional relationship costs more in physical and mental health than it provides in benefit, a rational actor must eventually sever the tie to preserve their own resources. The Clinical Cost of Micromanagement The evidence of this imbalance is no longer just anecdotal; it is clinical. Chronic workplace stress and excessive hours are documented risk factors for major health events. The World Health Organization (WHO) and the International Labor Organization (ILO) have linked overwork to hundreds of thousands of deaths annually from stroke and heart disease (WHO, 2021). Furthermore, clinical research suggests that sustained micromanagement and high-strain environments can double a worker’s inflammatory response, significantly increasing the risk of cardiovascular morbidity. The Path Forward For project managers and organizational leaders, the lesson is clear. High-performing teams are not sustained through surveillance, but through psychological safety and autonomy (Project Management Institute, 2021). When leadership behaviors interfere with the rhythm of work and the health of the worker, they damage the very human capital they intend to manage. The research into these integrated systems of workplace change is still in its early phases and will continue to uncover the depth of this impact. However, the current data suggests a simple truth: work should not make you ill. When social exchange no longer holds, and the environment becomes a threat to your well-being, walking away may be the only way to protect yourself and to be good to yourself.
· It disrupts flow. · It signals distrust. · It interferes with execution. · It stifles creativity and innovation. · Destroys trust and autonomy Chronic stress can lead to:
Response to uncertainty: · Increased control. · More monitoring. · More oversight. · Less trust · Boundary intrusion When leadership crosses the line into control, intrusion, and distrust, it doesn’t just affect performance. It affects employee health. |
Posted on: May 06, 2026 04:26 PM
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More Than Manufacturing: Kaizen
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The Kaizen Method is a method that allows organizations to make small changes over time aimed at improvement. These changes will either lead to improvement or be discarded. The process will enable organizations to improve over time continuously. The continuous improvement model provides an organization with a simple method to facilitate change and encourage flexibility. Learning about Kaizen and other continuous improvement practices can assist an organization in making positive organizational changes aimed at continuous improvement. Small Changes Build Great Things A series of small things do great things when brought together. The initial premise is based on a quote by Vincent van Gogh about The Starry Night in 1889. Small changes or steps can be taken to accomplish great things. Kaizen is based on small changes over time that lead to improvement. Kaizen could assist an organization in making positive organizational changes aimed at continuous improvement. Kaizen was developed in the manufacturing sector to lower defects, eliminate waste, boost productivity, encourage worker purpose and accountability, and promote innovation (Daniel, 2021). Kaizen encourages reduced waste, improvement toward perfection, and remaining committed to the process. Here are a few examples of Successful Kaizen implementations within significant organizations. Toyota used Kaizen and made the concept well known. Lockheed Martin. Used the method to reduce manufacturing costs and delivery time. Ford Motor Company CEO used Kaizen to execute one of the most famous corporate turnarounds (Daniel, 2021). Kaizen can be used for more than lean manufacturing, although that typically comes to mind when discussing kaizen methodology. Kaizen is a straightforward process that can be used in many aspects of our own lives. To improve and become a better version of ourselves every day, you must actively seek improvement. Matthew McConaughey states that his hero is himself in ten years in his Oscar speech. He acknowledges the expectation that he will be a better version of himself ten years from now. He recognizes his desire for continuous improvement over time. He wants to make sure that he is a better version of himself tomorrow than today. This is a goal we should all seek.
Figure 1: Kaizen as a means of continuous improvement over time, Continuous Self-Improvement The practice of kaizen can assist you in improving by 1% per day and leading to continued success (Kelly, 2021). Kaizen can be applied in personal life by embracing the spirit of continuous improvement. Kaizen can be a life motto for growth-minded individuals that want to improve, and it may become a way of life. Kaizen is the practice of improving yourself through small, incremental, daily actions and forming habits that help you succeed. Kaizen requires that one live for each moment, prioritize productivity, and encourage upward progress through tiny steps. Kaizen's focus on gradual improvement can create a gentler approach to change. Drastic changes aimed at achieving immediate positive results are often abandoned. Ongoing positive changes can reap significant improvements. (Daniel, 2021). Kaizen can assist an organization and individuals seeking positive changes aimed at continuous improvement over time if they are willing to change, evolve, and remain flexible. Implementing small changes over time and keeping the differences that produce positive results while discarding the others leads to long-term success. The Kaizen Method is a method that allows individuals to make small changes over time aimed at improvement. These changes will either lead to improvement or be discarded. The process will enable organizations and individuals to improve continuously. The ability to continuously improve over time allows people to survive and thrive. The continuous improvement model provides individuals with a simple method to enable change and encourage flexibility. |
Posted on: May 01, 2022 06:27 PM
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Who would be best at leading you remotely? : YOU
| Self-leadership Self-leadership is not something to discount in the new remote workspace. Every employee should be encouraged to self-lead. In the remote work environment, it is vital to master self-leadership. If you do not lead, then who will? You are the best at teaching, motivating, and encouraging yourself to complete top-quality work. I love working remotely. I can control the noise level and the temperature. I can play music while I work and choose what to listen to. It saves me time, and it helps conserve my energy making it possible to be more productive. I have often thought about leading those that you cannot see. It isn't easy, so do not do it. Teach remote workers to lead themselves. Show them how to motivate, encourage, and educate themselves. As many of us work from home or other locations, we are not always under the direct supervision of managers, leaders, or mentors. Many workers are hurrying back to the office, and they are very excited to go back to the traditional way of working. However, many workers prefer remote work, and they feel like the arrangement is cheerful and evolving continuously. Recent studies have shown that millennials prefer flexible work relationships, and many will not accept a role that does not allow remote work. The concept of self-management is becoming very important. It is essential to understand its value and to learn techniques to self-manage. While performing my dissertation research on the best leadership style for remote workers to achieve positive work outcomes, I worked with two subject matter experts. One was employed at Bank of America and one from Autommatic. Both SME’s stated that I should not discount self-leadership. For leaders to feel comfortable allowing remote workers to make their own decisions on how they will lead themselves and complete their work, they will need to trust their employees. Trust is necessary for the leader/ follower relationship to be successful. All workers want to be trusted in their work environment, whether at home or in the office. Trust is a basic need for all people. Many remote workers feel that they are not trusted, and many managers think that remote workers cannot be trusted with this much freedom and autonomy. If trust is established, then e-leaders can allow remote workers to self-lead. Self-leadership is the ability to manage oneself without other leaders, e-leaders, managers, or supervisors. Self-leadership includes setting clear personal goals and limits (Hertel et al., 2005). Remote employees must set personal goals and meet them without close supervision (Hertel et al., 2005; Macduffie, 2007; Nurmi, 2011). Leaders can encourage and reward autonomy and self-advocacy, encouraging and leading to self-leadership. E-leaders can help remote workers set goals and limits and allow remote employees to work independently. Autonomy is associated with trust, self-advocacy, and coping skills. The remote worker must possess coping skills, self-advocacy, and the ability to set goals and limits. Autonomy was shown to encourage the ability to self-lead. The correlation may be due to increased trust given by the leader. Therefore, trusting remote employees may promote and increase the capacity to self-lead. Remote workers must work autonomously (Horwitz et al., 2006). “Autonomy from the parent organization led to higher performance” (Hertel et al., 2005, p. 82).“Differing levels of worker autonomy are reflected in the level of trust held by employers” (Clear and Dickson, 2005, p. 227). This may explain why some employees are given more autonomy than other employees. The remote worker must be able to work independently, and e-leaders must encourage autonomy and self-leadership. Researchers found a significant relationship between autonomy, learning, and engagement. Autonomy leads to positive outcomes, including work motivation and job performance (Grant et 95 et al., 2013). Autonomy can lead to the ability to self-advocate and eventually self-lead (Van Kortenhof, 2013). Self-leadership skills are critical for avoiding overloading work situations (Hertel et al., 2005; Nurmi, 2011). Self-leadership skills include setting clear personal goals and limits (Macduffie, 2007). Self-leadership requires that an employee be a self-starter (Hertel et al., 2005), and remote employees must set personal goals and meet them without close supervision (Macduffie, 2007; Nurmi, 2011). Increasing remote workers’ ability to self-lead may alleviate some of the burdens on e-leaders and the remote workers that know to set limits and self-advocate. Employees with good self-leadership skills were better able to cope with strain, possibly due to their ability and willingness to prioritize their workload (Nurmi, 2011). Employees identified the need to develop self-advocacy skills and express their needs to their leaders and other coworkers (Macduffie, 2007; McNaughton et al., 2013; Nurmi, 2011). By prioritizing workloads and self-advocating, self-leadership allows teleworkers to better cope with the strain. Self-leadership increases motivation and discourages procrastination. Relationship-based leadership is most effective when leading remote workers. This includes transformational, empathetic, authentic, and servant leadership. These types of leadership encourage trust. This trust can allow remote workers to thrive and lead themselves when away from the office. Be good to yourself; we are all in this together. Dr. Even |
Posted on: April 19, 2022 01:56 PM
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