Friday 24 July 11:25 - 12:55

Hall: 01 - Basilica

Chair and Discussant: Brough Paula

Division: Division 1: Work and Organizational Psychology

How to prevent, treat, and manage occupational stress and maintain employee wellbeing effectively are longestablished
problems that are increasingly expensive to organisations. This symposium discusses the increased
recognition of effective leadership for the prevention and management of occupational stress and the maintenance of
healthy and thriving workers. This symposium draws on our applied organisational psychology expertise from three
countries and consists of five presentations describing our evidence-based programs. The presenters consist of both
academic researchers and practitioners in this field.
Paper 1 presents results of a study assessing the sustainable implementation of a new Artificial Intelligence system for
healthcare workers. The assessment includes pre and post measures of key job characteristics, including technostress,
to ensure minimal negative impacts for these workers' psychosocial safety and wellbeing. Paper 2 discusses the results
of a systematic review assessing the impacts of psychological flexibility upon work-related wellbeing. The review highlights the need for a more nuanced, workplace-specific understanding of psychological flexibility, and its impacts
fro both leaders' and employees' wellbeing.Paper 3 discusses emerging leadership models in this era of volatility,
uncertainty, complexity, and ambiguity (VUCA) and the clear need for in-person training focused on social learning
principles.The paper provides examples of practical leader development models, techniques and practices designed to
develop collective leadership in order to enhance employee wellbeing.Paper 4 discusses how assessing wellbeing for
high-risk of stress workers is focused on not an absence of stress, but rather assisting these employees to 'work with'
the presence of perpetuating and external stressors beyond their control.The paper discusses how recent turbulence
experienced by many of our workplaces, is an opportunity to positively shift the focus towards 'new ways to work',
creating engaged and resilient teams and hybrid workforces.Finally, Paper 5 discusses how the 'visibility paradox' in
hybrid workplaces is a new significant challenge for both workers and managers.The paper describes how
technological surveillance systems generate employee performance data which is under-utilised by increasing anxious
leaders.