The COVID-19 pandemic has brought new challenges to the medical industry, including hybrid work, in which specialists can perform some of their duties remotely, in addition to physical contact with patients and their teams. Hybrid work provides opportunities, but also generates difficulties (e.g., accurate long-distance diagnosis); therefore, there is a need to ensure the well-being of healthcare workers, especially in the context of leadership strategies. As there is little research on leadership practices in remote and hybrid medical worker management, this study analyses the relationship between certain behavioural strategies and competencies of leaders and the affective well-being of hybrid employees. The research was conducted among a group of employees (N = 135) from seven countries who provide healthcare in a hybrid model. The correlations between the variables showed the statistical significance of all leadership strategies introduced into the model and focused on building involvement (employee empowerment and team orientation), creating a shared vision, defining clear goals and strategies, promoting adaptability (change management, promotion of organisational learning and patient focus), managing consistency through shared values, agreement and effective coordination, as well as competencies such as communicativeness, credibility, self-development and digital readiness. Despite the significance of all the relationships, the linear regression showed that the variability of affective well-being was explained mainly by the adaptability leadership strategy. The results of the study expand the knowledge on the competencies of healthcare leaders, and shed new light on the management of medical employees performing remote and hybrid work. Because such research into well-being has not been published to date, the analysis begins an important discussion on redefining leadership in the healthcare sector, taking into account the digital transformation.

Background: Nowadays more and more employees are required to perform emotional labor (EL) which means that they need to express emotions set by the organizational procedures, simultaneously masking the true feelings. Employees, while performing emotional labor, choose between one of the two...

Many job posts require one to display emotions specified by organisational standards. Such work is referred to as emotional labour (EL) and consists in producing particular emotional reactions in contacts with a customer as well as suppressing the actual emotional reactions that could be seen negatively by the other party. An employee may cope with such work by choosing one of two strategies: surface acting or deep acting. Emotional labour has various consequences, and professional burnout is among the negative ones. The objective of the article is to review the literature concerned with the exercise and the consequences of EL and analyse the relationship between surface and deep acting and the level of professional burnout among selected professional groups (N=297). Furthermore, the authors examine the correlation between an employee's competences and their preferred style of EL and assess the moderating role of competences in negative consequences of EL. Analyses confirm that the persons characterised by surface role-playing display a higher level of professional burnout; however, no correlation is found between deep role-playing and lower professional burnout. Analysis of the coefficients of correlation demonstrates no significant correlation between an employee's competences and deep acting, whereas a statistically significant correlation is discovered between competences and the surface strategy. The higher the competences, the less likely the employee will exercise surface acting. Verification of the last hypothesis reveals that people with a higher level of competences who follow the surface strategy in terms of faking emotions are characterised by a lower level of professional burnout than employees with lower competences

Purpose: The present article aims to analyse the relationship between the stress experienced by the employees of knowledge-based organizations and the desire to demonstrate prosocial organizational behaviours, which are fundamental for knowledge sharing, as well as to examine the mediating effect of the organizational climate on that relationship. Design/methodology/approach: An empirical, quantitative study was conducted among a sizable sample of knowledge workers (N=677) employed in over 150 knowledge-based organizations operating in Poland, which is the country with a strong knowledge-based economy. Two psychometric questionnaires and one author's own questionnaire were used. To verify the hypotheses, multiple linear regression and mediation with bootstrapping analyses were conducted. Findings: The results of statistical analyses demonstrated that there is a negative correlation between the level of occupational stress and engagement in prosocial behaviours. Also, this relationship is fully mediated by an assessment of the organizational climate, especially the quality of communication, relations with colleagues and work organization. Practical implications: The research results provide pragmatic guidelines for management practices in knowledge-based organizations, ones that may contribute to increasing prosocial organizational behaviours as a basis for information and knowledge exchange in the knowledge-based economy. It is particularly important to ensure the reduction of stress level; it is also vital to improve communication and relations between personnel and to make the organization and control of work more flexible. Originality/value: This research significantly expands the literature on prosocial organizational behaviours, organizational climate and occupational stress, which is of a great importance in the knowledge-based economy. Moreover, the results show that, despite other research, there are organizational factors more significant than management style and approach, which are crucial for performing prosocial organizational behaviours.