Leadership in modern workplaces: Effective role in employee care, work-life balance, and engagement
Today, leadership recognises that their employees are individuals with lives beyond work. This awareness is key to promoting work-life balance. Leaders influence organisational culture by prioritising employee wellbeing, which enhances job satisfaction and engagement. They shape policies that support balance, such as flexible schedules and telecommuting options, demonstrating their commitment through actions.
According to a recent report by Cigna Healthcare, over 90 per cent of expats in the Middle East region face professional challenges, including struggles with work-life balance, lack of employer support, homesickness, and health issues. Meanwhile, a survey by ACCA revealed that over 70 per cent of the region’s workers seek flexible work arrangements, well-being initiatives, better career growth opportunities, and increased mental health support from their organisations. These insights show that not only expats but also Emiratis need a flexible, supportive, and inclusive workplace.
By discussing mental health openly, leaders can reduce the stigma associated with well-being and encourage employees to seek help and support. They can lead by example for their team members by championing physical well-being through wellness sessions and fitness initiatives, integrating health deeply into the organisational culture.
In today’s evolving workplaces, leaders set realistic expectations to prevent stress and burnout, engaging in open communication to understand workload concerns. During times of stress or crisis, leaders must provide additional support and empathy, prioritising the mental and emotional health of their teams. This approach builds security and trust, reinforcing the leader’s role in promoting a balanced and healthy work environment.
Leader’s role in balancing work and life
The Middle East region upholds strong work ethics, ensuring that employees are not contacted beyond working hours. This standard is shaped by the region’s labour laws, such as the UAE’s regulations, which specify working hours, overtime policies, and limits on extra hours. Leadership in the region reinforces these regulations within workplaces, emphasising their importance and adherence to a good work-life balance for employees.
By fostering flexible work arrangements, working hours, increased productivity, better time management, and improved overall health and wellbeing.
Employees experience reduced sickness and absenteeism, leading to a happier, less stressed workforce. They feel their personal and family life is valued, resulting in greater engagement, loyalty, and motivation. This sense of balance also reduces staff turnover, offering more opportunities for personal and career growth.
Businesses also reap significant benefits from implementing work-life balance initiatives. Lower levels of absence, sickness, and stress translate to a more motivated and energised workforce. Enhanced productivity and competitive advantage emerge as staff morale improves and customer service excels.
Flexible working practices allow businesses to adapt to market changes, better manage seasonal fluctuations, and extend operating hours without overburdening employees. These practices reduce recruitment costs by minimising staff turnover and position the company as an attractive employer, thus attracting top talent.
Leader’s role in integrating flexibility into work culture
An increasing number of workers in the Middle East are demanding flexible work arrangements, whether hybrid or remote work, reduced hours, or compressed work weeks. Why not? Flexible working offers numerous advantages for both organisations and employees. Reduced costs are a significant benefit, as businesses can save on expenses like internet and office supplies when employees work remotely or with limited office hours. Additionally, it enables a reduction in real estate costs by utilising shared or co-working spaces.
Increased productivity is another advantage, as employees avoid long commutes and work in environments that best suit their focus, leading to higher efficiency and less distraction. Improved work culture arises from better work-life balance, boosting morale, and engagement, resulting in happier and more productive employees who are less likely to seek employment elsewhere.
Furthermore, diverse teams thrive under flexible working arrangements, allowing individuals from various backgrounds, including working parents and those with disabilities, to contribute effectively. Better retention is also achieved, as satisfied employees are less inclined to leave, reducing turnover costs. Furthermore, flexible working arrangements enhance recruitment efforts by attracting a broader talent pool, appealing to those who value work-life balance and flexibility. This inclusive approach ensures that companies can hire valuable talent without limitations imposed by traditional office constraints.
Jaber Al Ajmi, Talent and Cognitive Capabilities Development Director at the Ministry of Culture in KSA, suggested that when rethinking work models, it is important to assess readiness in areas such as IT infrastructure, employee needs, communication methods, and engagement initiatives. This ensures strong connections with employees as they work in remote or hybrid environments. Additionally, the leadership team should establish clear KPIs, expectations, and communication, as well as develop robust employee development programmes to make flexible work arrangements a success.
Leader’s role in employee wellbeing
Employee well-being is among the top priorities for Middle East leaders now more than ever, as over 37 per cent of workers are ready to resign from their current organisation if their mental well-being continues to suffer. To address this, leadership needs to implement effective measures for culture change, including people-centric work policies, effective communication, setting clear expectations and guidelines, managing workloads, and offering flexible work arrangements.
Andrew Newmark, CHRO of Marriott International for Asia Pacific (excluding China) once emphasised the crucial role of leaders initiating open discussions about mental well-being in the workplace saying, it (mental well-being) is not solely an individual concern but a collective responsibility for companies and society at large.
Leaders also set an example by valuing remote work as equally productive and efficient as in-office work. Providing access to learning resources further bolsters employee productivity, satisfaction, and reduces turnover rates. Additionally, maintaining fairness by being clear about performance expectations and recognising employees' efforts with regular appreciation is crucial to create a happy work culture. As O.C. Tanner’s Speaker and Workplace Culture Strategist says, “Recognition technologies today empower leaders to recognise in frequent, specific, and meaningful ways, celebrating everyday victories, above-and-beyond achievements, and career milestones—allowing employees to thrive and do their best work.”
A simple gesture, such as sending a note at the end of an email sent beyond work hours saying, "I sent the email according to my preferred work hours; you can respond whenever it is suitable to your work hours," demonstrates leadership commitment to employee well-being and respect for their work ethics.