Leadership and social change

Examining the evolving risks in workforce safety due to social changes.

Leadership and Social Change examines the evolving dynamics of workforce safety in the context of social change. It focuses on several critical areas:

1. Developing Risks in Workforce Safety: Investigating how social changes, such as demographic shifts, cultural transformations, and technological advancements, are creating new risks and challenges in maintaining workforce safety.
2. Implications of Changes in Working Patterns: Analysing the effects of changes in working patterns, such as remote work, flexible hours, and gig economy jobs, on workforce safety. This includes understanding how these changes impact mental health, physical safety, and overall well-being.
3. Organisational Changes: Exploring how the reorganisation of work, including new management practices and team structures, affects safety protocols and risk management. This involves assessing the effectiveness of leadership strategies in adapting to these changes and ensuring a safe working environment.

This platform aims to provide insights into how leadership can navigate and mitigate the safety risks associated with social and organisational changes.

The platform has close links with the Manchester Institute for Collaborative Research on Ageing as well as in the social sciences; and with HSE’s science programme on demographics.

Leads

• Kara Ng, The University of Manchester
• Lina Siegl, The University of Manchester
• Sara Willis, The University of Manchester
• Helen Beers, HSE.

Violence and aggression in the workplace

The Violence and Aggression Research Network (VARN) are aiming to better understand violence and aggression in the workplace, and are inviting employers to share their professional insights to learn how they addressed these problems in the workplace. To learn further, read VARN's aims for adressing work-related violence and aggression.