burnout

Psychologist Ami Shah on Caregiver Burnout

An Interview with Psychologist Ami Shah

Ami Shah, Psy.D. is a licensed clinical psychologist in private practice in New York and New Jersey. She specializes in working with adults and geriatric patients and helps support caregivers suffering from burnout (in particular caregivers of those with dementia, cognitive decline, and medical illness).

Adithi Jayaraman:  Great. Thank you all for joining us today for The Seattle Psychiatrist Interview Series. I'm Adithi Jayaraman, a research intern at Seattle Anxiety Specialists. We're a Seattle-based psychiatry, psychology and psychotherapy practice specializing in anxiety disorders.

Today, I'd like to welcome Dr. Ami Shah. Dr. Shah is a clinical psychologist in New York who specializes in working with adults and geriatric patients. She also specializes in the areas of bicultural, multicultural identity, relationships, marriage concerns, family, individual stress, and grief and loss. Dr. Shah received her master's and doctoral degrees in clinical psychology from the University of Indianapolis. Today, we'll be speaking to her about her work with caregivers and caregiver burnout. So, before we get started, Dr. Shah, can you please share a little more about yourself and what made you interested in working with caregivers?

Ami Shah:  Yes. Thank you for the lovely intro, Adithi. So, my journey to becoming interested in working with caregivers was a bit roundabout. I initially started off thinking I wanted to work with kids, and as I began to work with individuals clinically in training, I recognized there was a large gap at that time in terms of older adult care, and then when I did my fellowship... I'm sorry, I had done research prior to that at the VA in caregiver interventions for older adults that have dementia. That was the first time I was exposed to and recognizing there was a big gap in terms of, we were working on a research project at that time, it was a phone intervention, long before we had Zoom, and we were working on a phone intervention to provide emotional support for caregivers of veterans that had dementia at that time. And from that, during fellowship, we continued to do caregiver work in the same capacity, primarily as well caregiver interventions for veterans, again, that have dementia.

So, that was the capacity I started, and now most recently, I work at a skilled nursing facility and I'm seeing folks who are caregiving a number of older adults. So whether it's primarily, it's secondary to, say, a fall. Perhaps it's chronic falls, it's chronic pain. Sometimes it is cognitive decline. So, there's a number of caregiving capacities. That's sort of the capacity, so the capacity and context I'll be talking about is primarily in working with adults and older adults.

Adithi Jayaraman:  Perfect. Thank you. Yeah, and then on that note, can you provide us a working definition of what caregiver burnout is and how common it is in the States?

Ami Shah:  Yeah, I think that's a great question. Caregiver burnout I think is, it may go through waves, and sometimes it doesn't. So, it really depends on a number of factors. It's quite complicated, actually. When we think about caregiving someone at a certain point in time, say for example, I'll speak to individuals I see currently, if you're caregiving someone that perhaps fell once, it depends on the nature of the injury. The context is always critical in any of these situations. If it's a one-time fall, depending on their age, their premorbid functioning, the caregiving capacity could be more acute and short term, and so perhaps it really may not necessarily disrupt or impact someone's functioning as much.

What becomes a bit more complicated is, depending on the nature of the injury, but also understanding the caregiver's individual life and responsibilities, including their own health, caretaking other folks. So, burnout, really the word burnout, I think it's important to understand at a single point in time, what is the experience of the person they're caretaking and what is the experience of the person that is doing the caretaking? Of course, as we all know, burnout is essentially saying, at a certain point of time, someone is perhaps giving more than they're able to at a certain point in time, which can of course contribute to feeling distressed.

I know with, for example, caregivers of dementia, at large, again, this is generalized... I'm trying to think back. I think 60% at some point report experiencing some sort of, quote, unquote, "burnout", and sometimes as much as 40% may experience clinical depression. And so sometimes it can be a depressive episode, which can be normalized to, well, what is going on at that point in time? So yeah, I would say even more than the commonality, it's important to understand the context at a certain point in time.

Adithi Jayaraman:  Thank you, thank you. And then in terms of, you kind of alluded to this, but what are some of the main concerns or themes that you've seen in your work with caregivers and the general caregiver population?

Ami Shah:  I think one of the biggest factors is thinking about more of the structural. So, depending on, again, the context here of caregiving, in the sense that if someone is prepared mentally to care-give X, Y, Z person, there's time to plan. So, for example, I see a number of folks here, it's a skilled nursing facility, folks are here for physical rehab, oftentimes due to a fall, multiple falls. So, they've been here more than once. So, if the caregiver has time to think about, for example, if they're planning on being discharged home as opposed to a skilled nursing facility, perhaps that lessens the, quote, unquote, "burden" of responsibility, where they can call insurance, make sure the house is safe for return. So, in more the physical or structural capacity.

Oftentimes, what happens is folks are not always prepared. Sometimes insurance, I would say more than 80% of the time, determines how long someone is staying at a facility, which then can directly, indirectly affect caregiving if they are also, again, aging themselves, working, have other responsibilities, personal responsibilities. It creates this increased stress for everyone that's involved. I think another thing too in terms of caregiving, again, in the capacity of primarily older adults that I see, is finance. Things that we don't necessarily talk so much about. How are we going to finance certain things if insurance doesn't cover it? If there's multiple kids, family members, money is one of the biggest topics that come up. And time. Who's going to care-take so-and-so, and to what capacity, if it's not in a skilled nursing facility?

Another thing is, which comes up quite often in working with older adults, is what they call decision-making capacity. If there's sort of two major, and I'm speaking about it broadly, if so-and-so, Mr. Smith is unable to make decisions for himself, first of all, how are we determining that, and what decisions? So, say Mr. Smith, he recovers from rehab, he's like, "I'm ready to go home," and there's questions about his cognitive capacity. Who's making those decisions about where he goes next? How are those decisions being made? It's not always that clear cut, I'll tell you that. It looks pretty on paper and in textbooks, but in reality, things are moving fast.

So, considering also that individual, Mr. Smith's sense of autonomy in this process. If so-and-so has decision-making capacity, is able to, to some extent share an awareness of why they're in a facility, what they're being treated for, that then directly, indirectly affects caregiving capacity. Are we allowing Mr. Smith the opportunity to say, "Hey," and this comes up a lot, "I would rather just go home"? And they're saying, "I'm not sure we have the time or ability to care-take." Then what? If someone has the ability to speak for themselves and the caregiver is saying, "I'm so overwhelmed," what do you do?

These are family conversations that oftentimes I think bring about a lot of tension for the caregiver, anyone involved with caregiving Mr. Smith. So, I think that comes up quite a bit. And the autonomy part, is caregiving means helping someone to get through X in some capacity, and I think with that, sometimes Mr. Smith may lose his voice at times, assuming he has that capacity. And even if he has, say, mild cognitive decline, he still has feelings. So, it's thinking about how... Caregiving, it goes two ways. Caregiving also means recognizing, preserving someone's autonomy, and it's little sometimes, right? It's allowing someone to eat on their own or maybe they make a little bit of a mess, and it's not the end of the world. So, I think those are big themes.

Adithi Jayaraman:  Yeah, it shows caregivers go more beyond just caregiving physically, but also emotionally, spiritually, mentally, and that's definitely a large feat to hold.

Ami Shah:  Oh yeah.

Adithi Jayaraman:  Perfect. Thank you. And then in terms of caregiver burnout, can it be prevented, or what are some steps that a person can take to reduce it or to prevent it coming on?

Ami Shah:  That's a good question. I think it's quite complicated, again. To your first point, can it be prevented? I guess that's like saying anything else that could be prevented, is who knows? If we were to think about it, if it's something that's more abrupt and sudden, someone caretaking, say someone falls and then they're working and they're not expecting their mom, for example, to fall, and suddenly they're in this capacity, there's a shock factor, one. Emotionally coping with, "Mom fell, oh my gosh. Maybe I'm aging as well." Again, context on both ends.

In that moment, I think number one is seeing if you can have at least someone to talk to in that moment in time. If it's a friend, family, a therapist, it doesn't matter. In some capacity, having a place that isn't mom, because you're both going through this thing together and perhaps you both need an outside person or professional, that would be my opinion, others may say otherwise, to kind of walk through that. And number two, the structural, which is calling insurance and making sure, because a lot of the distress comes from, "Is this covered? Is this not? What do we need to pay for?" A lot of stress comes out of the finance, like I was saying before. So, the stress can be by educating yourself on the insurance policy. These are very real stressors that come up.

So, I would say prevented, who knows? It depends on what you're going through at that time. I have some caregivers who, before they even fell into the role of caregiving or perhaps chose to be a caregiver, they already had a therapist. They already had a solid group of friends and a spouse, partner, whatever, and they tend to perhaps at least emotionally feel a bit more sound. So, I think the prevention part, it's a tricky question, because I think at large, we need to do a better job with understanding what contributes altogether with folks' distress, even before they're in the caregiving capacity.

Oftentimes, a caregiver capacity can exacerbate existing stressors. If someone has a history of depression, for example, and then they come into this caregiving capacity, whether it's suddenly or even over time, depends on the severity of it, how stable mentally are they feeling before taking on this pretty large responsibility? It's almost like caretaking a child. I'm not sure if that answers the question, but...

Adithi Jayaraman:  Yeah. No, makes sense.

Ami Shah:  Yeah.

Adithi Jayaraman:  Yeah. No, thank you.

Ami Shah:  Yeah.

Adithi Jayaraman:  I think that's very interesting. I think that even the finances you brought up, that's something I think that not many people talk about, and I can only imagine how much, if you're abruptly placed in that role and you have to figure out the whole healthcare system in a few days.

Ami Shah:  Right. It's a nightmare.

Adithi Jayaraman:  Yeah.

Ami Shah:  It really is, because even if the caregiver is in the healthcare field, I mean, it took me at least two years with time to really understand health insurance and how it works. These are things that even if you're in school as a mental health provider, we're not taught how to. And insurance, it's all about billing, and that then directly, indirectly affects caregiving. If insurance isn't going to cover certain services, such as physical therapy, which comes up a lot, physical therapy, is Mr. Smith better going to a facility that offers that? Is that covered? That then affects the caregiving quality of life, and for Mr. Smith. So, that's a difficult job.

Adithi Jayaraman:  Yeah, definitely.

Ami Shah:  You know?

Adithi Jayaraman:  Yeah. There's a lot of infrastructural forces that are-

Ami Shah:  Oh, sure.

Adithi Jayaraman:  Yeah.

Ami Shah:  Yeah.

Adithi Jayaraman:  And then in terms of once a person is no longer a caregiver, do you tend to see that they normally just bounce back, or there's some rebounding or burnout continues? What have you seen post that caregiver position?

Ami Shah:  That's a good question. I'm not sure I'm equipped to even answer that, because I'm not necessarily seeing folks post-caregiving. I primarily see them when they're in the moment.

Adithi Jayaraman:  In the moment. Mm-hmm.

Ami Shah:  If I were to imagine some folks that have taken on caregiving as their sole responsibility, I imagine if Mr. Smith ends up and it's sort of this informed decision where they've discussed it and he has that capacity to make a decision and agreeable to it, I imagine things might be a lot lighter, in this sort of picture-perfect scenario. Which is great. Doesn't always work that way. So, maybe I said this a million times, but the context is important at that time. So, again, burnout is a certain point in time. It doesn't necessarily mean they feel that way at all hours of the day.

Adithi Jayaraman:  Yeah. No, that makes sense. And you mentioned how a lot of preexisting mental health concerns get exasperated by this caregiving position. So, when you treat caregivers, do you oftentimes, it goes beyond just talking about caregiving, goes into some of their root fears or concerns that are brought up by the responsibilities they have as a caregiver?

Ami Shah:  That's a good question too. I'm trying to think back to when I first started doing the phone interventions. Well, it was part of a research study, I should add. The research study is about focusing on caregiver distress, so we did talk about, it was primarily about caregiving as opposed to even, are you saying even going beyond the caregiving and talking about their own needs?

Adithi Jayaraman:  Yeah.

Ami Shah:  Yeah, that's a good question. In the capacity that I've seen folks for caregiver distress, not so much. More recently, I did speak to an individual who was caregiving her husband who had aphasia, but this individual already had a therapist, and so it wasn't my place to sort of-

Adithi Jayaraman:  Oh, yeah. Yeah.

Ami Shah:  So, we just focused on the spouse. But I think the times that, I'm trying to think too, there have been times where I've suggested they speak to someone. It depends on the capacity and the setting you're seeing someone in. So, for example, when I was at the VA, it was a research intervention. It was protocoled. It was a bit more like session one, session two. That's not reality all the time. At the nursing facility I work at now, obviously the patient many times is the primary focus, and if they're unable to, in this case, this gentleman with his aphasia was having trouble with speech, is when I sort of went to the caregiver and to kind of see the best way to support him. So, again, our focus was on him.

Adithi Jayaraman:  Yeah.

Ami Shah:  And she also had shared she had someone. But it's certainly, to your point, it's a great idea, I think to explore. And this is more short-term acute care.

Adithi Jayaraman:  Yeah, yeah.

Ami Shah:  I seem them one to five times. This isn't long-term therapy.

Adithi Jayaraman:  Exactly, yeah.

Ami Shah:  And a lot of times in these settings where you're meeting caregivers, it may be in a hospital setting. Not always. Perhaps I'm just speaking to my own experience. If you're in a setting where you're allowed to and you're able to, and again, see someone beyond just the patient, you can explore if it wouldn't be conflicting to see the caregiver as well, or perhaps even provide them resources if you're unable to for whatever reason. So, yeah.

Adithi Jayaraman:  Wow. Thank you. And just one last question. How has your work changed post-pandemic? Have you seen some significant changes in the caregiver field and just generally mental health-wise in regards to caregivers?

Ami Shah:  I think that question is a great question, and it's complicated, because I think post-pandemic, it's hard because there could be a number of factors. I'm not sure I can just pinpoint the pandemic as the only factor, but I think as human beings, which then of course translates to caregiving to some extent, and with increased use of technology and social media, think of climate change, I mean, there's obviously all the things happening in our world, there's sort of this increased, I should say decreased distress tolerance capacity as human beings.

And so for example, in the setting that I'm in, sometimes when someone wants something, whether it's the patient or the caregiver, they want it now. And yes, of course, there's certainly, if it's an emergency, it's a crisis, that's understood. That's a given. But it's sort of a top-down effect. It's that all of us are experiencing this sort of vortex of, "You need to get this done right now or else," in some ways, because of inflation. But things are more costly now for folks. So, if things are more costly, then I'm going to have less time to spend caretaking Mr. Smith, and then Mr. Smith gets less from me as his daughter, then that sort of creates that trickle effect. So, the economy, the environment, I think perhaps we're just sort of aiming for good enough. Perfection is sort of an illusion here. So, as long as we can say, "Hey, am I doing enough today? Am I able to at least accomplish what was necessary to get done today?" and just leave it there.

Adithi Jayaraman:  Yeah, definitely. And I think that mindset just applies to all of us and-

Ami Shah:  Yeah.

Adithi Jayaraman:  ... the capacities we're functioning in. Yeah.

Ami Shah:  Absolutely.

Adithi Jayaraman:  Definitely. Well, thank you again so much for your time. I really appreciate you being part of our interview series. Yeah, and I'll leave it there. Thank you again, and best of luck with your future endeavors.

Ami Shah:  All right. Thank you.

Please note: The views expressed by the interviewee are for educational and informational purposes only, are not meant to diagnose or treat any condition, and do not necessarily reflect the views of Seattle Anxiety Specialists, PLLC.


Editor: Jennifer (Ghahari) Smith, Ph.D.

Professor Irina Zlatogorova-Shulman on Leadership Influence & Employee Wellness

An Interview with Professor Irina Zlatogorova-Shulman

Irina Zlatogorova-Shulman, Ph.D., MBA is a professor of business psychology and organizational leadership at Southern New Hampshire University and the Chicago School of Professional Psychology. She specializes in business psychology and organizational leadership.

Tori Steffen:  Hi everybody. Thank you for joining us today for this installment of the Seattle Psychiatrist Interview series. I'm Tori Steffen, a research intern at Seattle Anxiety Specialists. We are a Seattle-based psychiatry, psychology, and psychotherapy practice specializing in anxiety disorders.

I'd like to welcome with us today industrial organizational psychologist Irina Zlatogorova-Shulman. Dr. Z., as some students call her, is a professor of business psychology and organizational leadership at Southern New Hampshire University and the Chicago School of Professional Psychology. She's an expert in the field of business psychology and organizational leadership, and has written several publications on the topic, including the dissertation thesis, "Leaders' Influence on Employees' Participation and Wellness Programs and Organizational Productivity, Correlational Quantitative Case Study," as well as the book "Overcoming Mediocrity Resilient Women," which provides life lessons to overcome obstacles in a professional setting. So before we get started, can you let us know a little bit more about yourself, Dr. Z, and what made you interested in studying leadership influence in an organizational setting?

Irina Zlatogorova-Shulman:  Of course. Thank you, Tori. First of all, just want to thank you for the invitation to participate and contribute to the discussion on leadership influence and employee wellness in organizational settings. A little bit about me, I immigrated to the United States from Russia 30 years ago in 1992. I received my PhD in business administration specializing in industrial organizational psychology from North Central University and an MBA from Northern Illinois University. I'm also a writer, a public speaker, and a member of the American Association of University Women, AAUW. And as you mentioned, I'm also professor of business psychology and organizational leadership at Southern New Hampshire University and the Chicago School of Professional Psychology.

Because of my work ethic, willingness to learn and continuous pursuit of education, I progressed very quickly in my leadership career. I worked in a corporate environment for over 20 years. In one of my last roles, I was a senior executive for a large retail organization. I managed a department with over 100 business professionals and $4 billion in expenditures for purchasing retail-related services, at my workplace, which was a huge corporate facility, I saw many stressed, anxious, and burned-out people, and the overall environment in that organization would be considered toxic by many employees. So, when I decided to switch careers and become a college professor, I selected a dissertation topic related to the improvement of wellbeing of employees at their workplaces. I was also curious to find out through research how leaders impact employees' sense of wellbeing and why some people do not participate in the wellness programs offered at their places of employment. I hope this information answers what interests me in guiding leadership influence in organizational settings.

Tori Steffen:  Absolutely. Yeah, that sounds like really impressive background and experience to have in relation to those topics, so that's wonderful. Well, getting down to basics, could you explain for us how leadership influence presents itself in an organizational setting?

Irina Zlatogorova-Shulman:  Sure. When researching leadership influence in organizational settings, I used a theoretical framework consisting of the employee wellbeing theory and the authentic leadership theory. The stakeholders for that research were corporate employees and their employers. After finishing the study and publishing the findings, I met with individual leadership teams and shared my discoveries illustrating that their influence in organizational settings is significant. Would you like me to share some of that information, some of the findings?

Tori Steffen:  Yes, please.

Irina Zlatogorova-Shulman:  The results of my research showed that the perception by employees of their leaders' care about their wellbeing, including physical and mental health, influenced their work engagement and job satisfaction. In one company, leaders' care about workers' health will assess at 93% versus the national average of only 9.3%, which is low, so it was 10 times higher. That particular organization was voted as one of the best workplaces for 11 consecutive years. That was the main connection that I found, is that the more employees think or believe that their management cares about them, the more likely they will stay with the company and enjoy working there.

Tori Steffen:  Okay. Definitely some interesting findings there. That's great to know. What are some connections that you've found between leadership influence and employee mental health?

Irina Zlatogorova-Shulman:  Well, first of all, I want to talk about productivity and engagement. Because both productivity and engagement can be improved by positive leadership support. It can also reduce levels of absenteeism and presentism. As you know, absenteeism is the temporary absence of an employee from work due to personal reasons. But presentism is when an employee presents, attends the work, but performs sub optimally because of illness, emotional exhaustion, depression or burnout. And productivity-related discussions could be a sensitive topic among researchers and practitioners because productivity is affected by so many factors, and it could be hard to measure. Job-related stressors may include job role ambiguity, alienation, worklism, and workload. So, these issues influence productivity due to workers' illness and poor mental health. According to Statista, and I just pulled the statistics from today, in 2022, the following professions were found the most stressful jobs in the United States. First one is the enlisted military personnel, second: firefighter, third: airline pilot, fourth: police officer, and fifth: broadcaster. Fifth one surprised me, but it is what it is. So many organizations seek new solutions to mitigate work-related stressors, to improve productivity, and also now to survive in today's economy and remain profitable.

The situation got even more stressful for workers during the Covid-19 pandemic, and same thing related to engagement. Doing my research on engagement, the results of employees self-assessed levels of wellness were directly related to organizational engagement. For example, according to Gallup's research, about 26% to 30% of employees were actively engaged at work in the United States in 2018. In the United States alone, disengaged workers cost anywhere between $450 to $550 billion per year in lost productivity. Again, according to Gallup. However, in my research, those companies that invested in their employee's wellness through wellness programs and other health initiatives, they saw up to 90% engagement scores, which were three times higher than the national ratings. So again, employees' wellness level directly related to productivity and engagement.

Tori Steffen:  That's amazing. Thank you for sharing those statistics. It definitely helps paint a picture around how important the wellness programs can be for employee mental health, productivity, engagement. So thank you. Could you describe for us how employee wellness levels relate to organizational productivity and engagement from a research perspective?

Irina Zlatogorova-Shulman:  Yes. I just kind of covered those two topics related to productivity and engagement. I can also expand a little bit more on how wellness programs themselves also impact their mental health, engagement, and productivity. Is that okay?

Tori Steffen:  Absolutely.

Irina Zlatogorova-Shulman:  Okay. So, if implemented correctly, wellness programs can have a positive impact on employees' overall mental health and reduction of stress. It can also reduce their anxiety, depression, and mental burnout. However, the research unfortunately also shows that wellbeing initiatives will fail if they lack top level support, for instance. In some cases, employees may not be aware of workplace wellness program, or their leaders do not communicate available health benefits or promote awareness. Also, leaders' inability to handle their own stress at work can negatively affect the effectiveness of wellness programs implementation. I have seen that wellness programs adoption increases when employees see their leadership support of those initiatives. For example, when managers enroll and participate in company-sponsored programs, they lead by example and the employees follow. Therefore, wellness programs can produce a positive impact not only on employees' overall mental health, but also on the mental health of their leaders.

Tori Steffen:  Okay, perfect. Thank you so much for giving us that background.

Irina Zlatogorova-Shulman:  Sure.

Tori Steffen:  Okay. And how effective would you say are those wellness programs in producing a positive impact on an employee's overall mental health?

Irina Zlatogorova-Shulman:  Again, I kind of covered that information in my previous response. And I would also say that people in leadership positions can do above a lot more than just wellness programs. They can create a positive atmosphere and welcoming environment for their employees. So, as they participate in wellness programs, they also notice how their leaders behave and follow those examples. For instance, if they see that their managers participate in wellness programs, they can also more likely to enroll and participate in those initiatives, versus if they observe that their managers are reluctant to participate in programs and see it as a waste of time, they may also choose not to participate in those programs.

Tori Steffen:  Okay. Sounds great. Have you seen anything in the literature in regards to maybe anxiety or depression in relation to wellness programs?

Irina Zlatogorova-Shulman:  I have seen a lot of information related to authentic leadership styles that followers and mental health. Would you like me to cover the leadership style that is authentic leadership style for your listeners?

Tori Steffen:  Yes, please. If you could explain authentic leadership as a style for our listeners, that would be great.

Irina Zlatogorova-Shulman:  Okay. Well, authentic leadership is a specific style that leaders display based on their moral values, their beliefs, and their behaviors. Those leaders, authentic leaders, play a critical role in creating positive organizational cultures and ethical work environments. Authentic leaders are generally in tune with their emotions. They're passionate about their mission and adaptive to changes. Authentic leaders also convey self-confidence, self-discipline, self-knowledge. They clearly express their thoughts and they're able to choose and listen. So two years ago, I was invited to present information on authentic leadership style to the Society of Human Resources Management, SHRM, and many HR managers admitted that although this style sounds wonderful and is attractive, it is challenging to be authentic at some places of work due to their organizational culture.

Tori Steffen:  Okay. Yeah, that's interesting, bringing in the aspect of the company culture as far as leadership influence. Great. One thing that your research discusses is the ways that authentic leadership can impact individual sense of wellness and productivity. Could you describe for us how this might work in an organizational setting?

Irina Zlatogorova-Shulman:  Of course. So, leaders with authentic qualities can definitely promote positive relations and effective commitment. They can empower their employees. And in an organization that attempts to create a climate that promotes employees' involvement and engagement, authentic leaders serve as role models. They convey appropriate behavior based on their moral values, and overall individuals in leadership role greatly influence how they can demonstrate and share similar goals with their followers through leading by example. And in multiple studies, even outside of my research, the authenticity of a leader was found to be effective in preventing employees' burnout. Plus, since the authentic person can listen patiently with understanding and without judgment, employees feel much more compelled to approach them without feeling being judged or feeling retaliation. When followers identify themselves with authentic leaders, they are also more likely to develop self-advocacy, self-esteem, confidence, optimism, passion, hope, and resilience to job-related stressors. They can also become more engaged.

Tori Steffen:  Great. It sounds like authentic leaders would have a lot of great qualities and be able to lead by example in an organization. What are some of the different types of leadership styles and how might they impact employee wellbeing and productivity? Have you seen any negative ones out there that you might be able to speak about?

Irina Zlatogorova-Shulman:  Oh, thank you for asking this question, Tori. So, scientists and theorists are still arguing and trying to identify the best leadership style and practices that would eliminate the negative trends related to employees' health at work. Overall, since the beginning of research on leadership, the paradigm shifted and reflected significant changes in leadership progression from total dominance by leaders to group decisions, and from the power of leaders to values of groups, and from leaders' goals to group visions. So, if you look at leadership as a continuum, you would see autocratic style in one side and authentic servant leadership style on the other side. The leader's roles change from active to passive. And out of all leadership styles. I would say that the autocratic leadership styles could potentially negatively affect employees' morale, productivity, and wellbeing depending on the work environment. Autocratic leaders tend to make decisions quickly without input from others, and usually when they're pressed for time. This can lead to subordinates experiencing work stress, anxiety, lower wellbeing, and most of the research on autocratic leadership has shown that subordinates dislike managers use this leadership style they call the micromanagers. And they experience more job stress when being managed by such individuals. They also have lower levels of job satisfaction.

Tori Steffen:  Okay. Yeah, that's definitely important to know how the different styles might have an influence on those factors, so thank you.

Irina Zlatogorova-Shulman:  You're welcome.

Tori Steffen:  Your research was also investigating a correlation between leader involvement and employee enrollment in wellness programs. Could you explain for us your findings about that relationship?

Irina Zlatogorova-Shulman:  Sure. During my research, I collected data about employees' participation in the wellness program and compared it to their management enrollment statistics, and I found significant positive correlation between leaders and employees' enrollment in wellness programs. I think there are three factors that could explain that correlation. First one was transparency of a self-tracking and reporting system that companies use to monitor everyone's participation. In some cases, employees could see if their managers enrolled in the program or not, including their CEOs. The second one was positive correlations could also indicate that individuals had higher personal commitment toward their health and wellbeing if they saw that their leaders are also committed to their health. And finally, surprising finding was that employees and their managers were motivated by financial incentives to participate in wellness programs. For example, when one company introduced financial incentive of up to $560 per year for all employees, including top leaders, the wellness program's enrollment and participation rates went up from 17% to 57%.

Tori Steffen:  Wow.

Irina Zlatogorova-Shulman:  I hope these information examples answer your question, Tori.

Tori Steffen:  Okay. That's great to know. Definitely a big jump there in the enrollment, so that's great. What else might leaders be able to do to promote employee wellness and productivity levels, maybe besides the high involvement in those wellness program enrollment?

Irina Zlatogorova-Shulman:  Yeah, I touched a little bit on this before, but to promote employees' wellness and productivity leaders can also create a welcoming, inclusive, safe, and pleasant work environment. Several research studies that I reviewed during my dissertation confirmed that authentic leadership style influences the positive emotions of their followers and directly impacts employees' engagement and turnover rates. In those work settings where employees can voice their concerns without fearing retribution, they feel more secure and less likely to leave. Also, in my research on wellbeing, I found that flexible work arrangements can improve employees' morale, increase their engagement and lower turnover. For instance, more and more organizations are now considering creating flexible working arrangements for their employees, such as hybrid work, telecommuting, remote work, condensed work week, flex time, part-time, shift work, or even job sharing. So here are some additional ideas.

Tori Steffen:  Awesome. Those are great to know. We personally do remote work and flex time, and I definitely find that that helps with work-life balance, so that's great. Do you work on any other research projects or maybe activities that relate to the topics of our discussion today?

Irina Zlatogorova-Shulman:  Yes. I am currently researching data and findings related to mindfulness practice. Mindfulness refers to a mental state or focus on the present moment while noticing and accepting all feelings, thoughts, and bodily sensations. So, in the past two years, I've been participating in educational seminars and workshops on mindfulness. This topic is getting more and more interest because it can be applied to any field, any area, from businesses to schools, and from arts to sports. I was very grateful to lead one training session at Southern New Hampshire University and deliver a presentation to our faculty about how mindfulness can be integrated into the online learning environment for our students. I also did an educational zoom session on mindfulness related to financial health for one of the investment firms and their clients. And now, I'm working on an article for Silent Sports Magazine on how athletes could integrate mindfulness techniques into their training and improve endurance and performance. Finally, I'm teaching yoga and meditation classes. I'm a certified yoga instructor at the local park district, and I see more and more people becoming interested in these activities, mindfulness, meditation, yoga, and relaxation techniques because they find those helpful in enhancing their emotional wellbeing and building individual resilience to stress.

Tori Steffen:  Great. Those are all really nice topics to touch on as far as mindfulness, and I can see how it would be very helpful for students, athletes and teachers too.

Irina Zlatogorova-Shulman:  Yes.

Tori Steffen:  Well, great. So Dr. Z., do you have any final words of advice, anything else that you'd like to share with our listeners today?

Irina Zlatogorova-Shulman:  Yes, I would like to share some final thoughts. When employees are unhappy with their jobs or workplaces, they start searching for different opportunities. And with the COVID-19 pandemic, many people began reevaluating their life commitments and where and how they spend their time and talent. Now, many organizations struggle to attract and retain their most productive workers. However, they can stop employees from leaving by creating and promoting a healthy culture. It all starts at the top, at the senior management levels. And I know I'm repeating myself by saying this, but the leadership influence on employees mental and physical health is significant.

Tori Steffen:  Absolutely. Well, great. That is amazing, helpful information. So thank you so much for joining us today, Dr. Z., and contributing to our interview series. It was really great speaking-

Irina Zlatogorova-Shulman:  Thank you very much for participating, for inviting me to participate in the session. I appreciate.

Tori Steffen:  Absolutely. It was really great speaking with you today, Dr. Z.

Irina Zlatogorova-Shulman:  Thank you, Tori.

Tori Steffen:  And I hope you enjoy the rest of your day.

Irina Zlatogorova-Shulman:  Thank you, you too.

Tori Steffen:  Thank you.

Irina Zlatogorova-Shulman:  Bye-bye.

Please note: The views expressed by the interviewee are for educational and informational purposes only, are not meant to diagnose or treat any condition, and do not necessarily reflect the views of Seattle Anxiety Specialists, PLLC.


Editor: Jennifer (Ghahari) Smith, Ph.D.