Peace Innovation in Developing Resilience at Work for Leaders
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Abstract
This research article aims to achieve the following objectives: (1) to examine the context, challenges, and essential requirements for developing resilience at work among leaders of Universal Forms Industry Co., Ltd.; and (2) to develop and propose the peace innovation model for enhancing workplace resilience among these leaders. The study employed a mixed methods research design. Qualitative data were collected through in-depth interviews with 27 key informants, while the experimental phase involved a sample of 12 leaders from Universal Forms Industry Co., Ltd. Data analysis included qualitative evaluation using an inductive approach and quantitative assessment through paired t-test statistics.
The research findings reveal the following: (1) Key stressors in the workplace contributing to potential burnout among organizational leaders include managing large teams, operating within a highly competitive environment, adapting to workplace changes, and coping with work-related stress. Consequently, there is a critical need to develop resilience in leaders, which involves fostering self-awareness, maintaining a positive attitude, cultivating supportive teams, engaging in constructive communication, sustaining robust physical and mental health, and demonstrating flexibility to enhance workplace resilience; and (2) The development of the “Peace Innovation in Developing Resilience at Work for Leaders,” which integrates contemporary theoretical frameworks with Buddhist principles of peacefulness, resulted in the creation of the “Power Bank Leader” curriculum. This curriculum comprises five core components: Mindful Power, Thinking Power, Emotional Power, Physical Power, and Power Transmission. A pilot study indicated a statistically significant increase in resilience scores post-intervention, specifically in Thinking Power, Emotional Power, and Physical Power, with a paired t-test value of 4.23 at the .05 significance level. These quantitative findings align with qualitative data, wherein participants reported self-reflections indicating personal transformation. The resultant conceptual framework from this study is termed the “5 Powers Model”.
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