Positive leadership and experiences explaining workers’ well-being in knowledge-intensive organisation

Abstract

Northern Finland possesses one of the richest mineral deposits in the world. According to estimates, the mining industry will have a remarkable impact on the development of the entire region. It is estimated that within the next 20 years, more than 5000 people will be employed in mining in this region. The most sought-after employee group will likely be knowledge workers. A similar trend is foreseen in the arctic worldwide. Knowledge workers play a crucial role in developing and improving operations in mining organisations. Knowledge-intensive work is considered mentally demanding because it constantly requires new expertise, and time pressure factors are explicit. Additional demands peculiar to the mining industry in the north come from the geographically and socially isolated locations and, accordingly, the long distances. These issues create concern for the well-being of knowledge workers in mining organisations. Several studies have shown how important leadership is for well-being at work. This article argues that there is a particular need to develop a new positive leadership approach to support the well-being of knowledge workers. This positive approach may strengthen the knowledge creation and workplace innovation expected in knowledge work. Positive leadership utilises in-depth appreciation of the authentic experiences that create well-being for knowledge workers. By applying the inductive methodological principle of leadership psychology and focusing on the positive, the role of authentic experiences in well-being becomes evident. This may facilitate a realistic and more sustainable leadership practice. Positive leadership has the potential to create practices helping to identify and more effectively realize the accessible possibilities that enhance the well-being of knowledge workers in mining organisations located in the distant area.