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DEVELOPING A STRATEGY TO LEAD HEALTH (PHYSICAL AND MENTAL) AND WELL-BEING

1. Leadership 

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The company, Transport Scotland has a wide and diversified portfolio that includes aviation, freight, canals and many other different departments. and helping in the proper delivering of inclusive economic growth and thus furthering the health and well-being of the entire people of Scotland (Cowie and Myers, 2021). The company has taken the necessary steps to ensure employee engagement. Measures have been taken to that everyone involved in this organisation is provided with equal opportunities and is respected throughout their course (Rambaldini-Gooding et al. 2021). The leaders of this organisation have taken necessary steps up to ensure that a hybrid form of leadership style has been approached in this organisation. It has been followed in the leadership to maintain an inclusive ambience in the workplace from the grass root level to the directorial stage and which emphasizes the involvement of the inclusive leadership style. It is a rather emerging style of leadership that focuses on proper diversity management and involvement of people, provided with equal opportunities (Randel et al. 2018). Subsequently, it focuses on the Laissez-faire approachof leadership for business development where the employees are trusted to carry forth their duties to the best of their abilities. It aids in carrying out and enhancing the capabilities of each and every individual of this organisation. These two approaches have been undertaken to attain the organizational aims and goals.

CO2 release in the transport sector

Figure 1: CO2 release in the transport sector

Change is the crucible on which the pillar of leadership is wrought. The company in partnership with “COSLA” have recently published a strategy to reduce car usage for a greener and healthier Scotland to nearly 20 per cent by the year 2030 (Cogan et al. 2022). This aspirational commitment will help the company to be in line with the greenhouse gas emission targets and provide a fairer environment. The leaders in this organisation have taken up a sustainable approach in modelling their structure of the work process and have adapted new strategies of the market to enhance the productive output of the organisation. (San Juan et al. 2021). A change in behaviour demonstrates a change in leadership. This is getting clear from the strategy set up by the company and the political masters. The strategy presented will change the vision of the transport system in the next 20 years (Parkes et al. 2021). This initiative will provide a sustainable, inclusive and safe transport system together with making Scotland more prosperous and business-friendly. 

This aspect of work culture promotes inclusiveness in the workplace which has been ensured by the leaders of this organisation through an inclusive approach (Budzynski-Seymour et al. 2020). It will thus provide an active travel choice for people to improve their health and further reduce health inequalities. 

2. Diversity 

Transport Scotland has signed a diversity and inclusion charter to eradicate any type of racism and discrimination within its sector. The company is committed to striving for applying best practices in the process of recruitment and other career progressions (Hassan et al. 2022). It further supports the development of building effective inclusion practises and efficient diversity models. The sense of inclusiveness encourages people from all backgrounds to work effectively and give out their best towards the organizational goals and the stakeholders also perform in a collaborative approach (Chung et al. 2020). People involved with the workplace of this organisation are provided with fair opportunities to speak forth their minds about the workplace culture and thus get together are conducted to maintain an ambience of inclusiveness. The National Transport Strategy proposed by the company will help in making the transport system affordable and accessible to those that are part of different income groups (Thomas et al. 2021). The proposal of such a strategy that enables diversity and inclusiveness will enable everyone to have wide access to the services and thus they can realize human rights. 

Diversity in transport sector

Figure 2: Diversity in transport sector

People having different needs and capabilities are also been taken care of while developing the strategy. The company ensures that the transport system will create minimum barriers to availing the transport system (Jennings and Bamkole, 2019). People in this organisation irrespective of their background are provided with equal opportunities to speak and provided feedback associated with the work process. Also, the management sits down with the employees to have a light-hearted conversation about the work culture. The Equality Act of 2010 by the company bars any forms of discrimination that include age, religion, disability, sex, race and sexual orientation. This act laid down by the UK government ensures that people in this organisation are provided with equal opportunities and proper benefits to ensure an inclusive atmosphere in the organisation. (Currie et al. 2021). The company recommended more insights into legal research so that any laws and policies brought by the company regarding diversity and inclusivity are well aligned with the policies of the company. The role played by the company in the field of diversity will reduce the rate of inequality and will help to deliver sustainable and more inclusive growth (Brown, 2019). It will further create jobs and increase the economic growth of the country and in better promotion of business growth. The inclusive nature of the organisation focuses on the effective diversity management being active in this organisation (Zumelzu and Herrmann-Lunecke, 2021). This work culture shows that an approach to inclusive differentiation has been followed in diversity management in the workplace. It recognizes individuals and groups of people however they do not stereotype or follow a biased approach in the provision of opportunities (business.uq.edu.au, 2022). These actions will certainly help to tackle the problem of poverty and more importantly child poverty. 

3. Recommendations

Continuous practice and the desire to take the lead: 

The Company has taken some important decisions through the publication of the National Transport Strategy and that needs to be fulfilled even if the outcomes seem unfavourable and don’t have the proper information. This will show that the leader taking the decision is very firm in his approach and provides timely actions (Sun et al. 2022). A business ambience that provides equal opportunities to the employees is guaranteed to enhance efficiency and thus facilities are to be provided to the employees to motivate them and encourage them to work inclusively toward the common goal and benefit of the organisation. Measures can be taken up by the organisation to implement achievable goals and targets. Upon completion, employees can be awarded to maintain their quality of work process. The strategy commits to aligning itself with the climate goals by the year 2030 and further by 2045. 

The planning should be done accordingly which shows the real commitment of the leader to successfully implement the goals. The next step could be breaking the vision into smaller steps and working towards achieving each step (Wood et al. 2022). This will finally help the successful accomplishment of the project and will show the leader that the vision that was thought was brought to realization. Successful realisation of any project or strategy requires good communication skills of the leader because that will help him to properly share his vision with others. Good communication is important for transferring important information strategically to his audience. The aforementioned aspects can be highly helpful in ensuring workplace productivity and the work culture of people. This would also enhance the productive output of the organisation as a whole maintaining a collaborative approach.

The vision of the top leadership of the company and the government to provide opportunities for increased well-being will only be possible if proper approaches are followed in the delivery of the strategy (Campbell and Gunning, 2020). This shows that creating a society that offers an equal opportunity for everyone for affordable transport is only possible if the leader delivers the promises as declared in the strategy.  

Creation of a more inclusive workplace and enlarging the recruitment base:

A diverse workplace helps the company to amend the current policies of the company or creation of new policies according to the needs. This can only be done provided the recruitment is done on proper evaluation and system-wide. Diversity helps the company to know the needs of the population and whether the strategy that the company is planning to implement will provide any benefit to the people (Marselle et al. 2019). In this case study, Transport Scotland is planning the National Transport Strategy that prioritises the needs of the population and makes transport services affordable for every income group. This requires intense data collection from relevant sources. The signing of the charter of diversity and inclusion with the “Chartered Institution of Highways and Transportation (CIHT)” will promote inclusiveness and elimination of all forms of discrimination. This charter will ensure that affordable and quality transport services are available to every people irrespective of gender, caste, sex and religion. 

The proper implication of the policies in the charter demands adopting best practices in the process of recruitment followed by diverse inclusion protocols. The successful implementation of the policy can only be followed properly if all stakeholders equally collaborate and take part in this. This can only happen if the recruitment base is properly aligned with the policies of the company. The flexible and accessible way to support the women's base identifies the equality, diversity and inclusivity that the company follows (McVean and Yuill, 2022). Necessary measures can be taken by the organisation to promote equality and diversity in the workplace. This can be done by developing engaging workplace activities to educate people regarding workplace diversity and promote a sense of inclusiveness in the workplace. This aspect is highly crucial to spread the essence of equality and a sense of collaborative approach that needs to prevail in an organisation.  Transport Scotland has committed to collating and sharing the best practices together with the CIHT and other such signatories along with celebrating the contributions of the people to strengthen performance. The aforementioned methods will be highly effective in enhancing efficiency in the workplace and promote equality and diversity at the same time.

References

Journals

Brown, K., 2019. Museums and Local development: An introduction to museums, sustainability and well-being. Museum International, 71(3-4), pp.1-13.

Budzynski-Seymour, E., Conway, R., Wade, M., Lucas, A., Jones, M., Mann, S. and Steele, J., 2020. Physical activity, mental and personal well-being, social isolation, and perceptions of academic attainment and employability in university students: the Scottish and British Active Students Surveys. Journal of physical activity and health, 17(6), pp.610-620.

Campbell, M.A. and Gunning, J.G., 2020. Strategies to improve mental health and well-being within the UK construction industry. Proceedings of the Institution of Civil Engineers-Management, Procurement and Law, 173(2), pp.64-74.

Chung, H.C., Chen, Y.C., Chang, S.C., Hsu, W.L. and Hsieh, T.C., 2020. Nurses’ well-being, health-promoting lifestyle and work environment satisfaction correlation: A psychometric study for development of nursing health and job satisfaction model and scale. International journal of environmental research and public health, 17(10), p.3582.

Cogan, N., Kennedy, C., Beck, Z., McInnes, L., MacIntyre, G., Morton, L., Tanner, G. and Kolacz, J., 2022. ENACT study: What has helped health and social care workers maintain their mental well?being during the COVID?19 pandemic?. Health & Social Care in the Community.

Cowie, H. and Myers, C.A., 2021. The impact of the COVID?19 pandemic on the mental health and well?being of children and young people. Children & Society, 35(1), pp.62-74.

Currie, M., Colley, K. and Irvine, K.N., 2021. Outdoor Recreation for Older Adults in Scotland: Qualitatively Exploring the Multiplicity of Constraints to Participation. International Journal of Environmental Research and Public Health, 18(14), p.7705.

Hassan, T.H., Salem, A.E. and Saleh, M.I., 2022. Digital-Free Tourism Holiday as a New Approach for Tourism Well-Being: Tourists’ Attributional Approach. International Journal of Environmental Research and Public Health, 19(10), p.5974.

Jennings, V. and Bamkole, O., 2019. The relationship between social cohesion and urban green space: An avenue for health promotion. International journal of environmental research and public health, 16(3), p.452.

Marselle, M.R., Stadler, J., Korn, H., Irvine, K.N. and Bonn, A., 2019. Biodiversity and health in the face of climate change (p. 481). Springer Nature.

McVean, S. and Yuill, C., 2022. The Digital Health and Wellbeing Needs, or otherwise, of a Deprived Scottish Community. Scottish affairs, 31(3), pp.345-365.

Parkes, T., Matheson, C., Carver, H., Foster, R., Budd, J., Liddell, D., Wallace, J., Pauly, B., Fotopoulou, M., Burley, A. and Anderson, I., 2022. A peer-delivered intervention to reduce harm and improve the well-being of homeless people with problem substance use: the SHARPS feasibility mixed-methods study. Health Technology Assessment, 26(14), pp.1-128.

Rambaldini-Gooding, D., Molloy, L., Parrish, A.M., Strahilevitz, M., Clarke, R., Dubrau, J.M.L. and Perez, P., 2021. Exploring the impact of public transport including free and subsidised on the physical, mental and social well-being of older adults: a literature review. Transport reviews, 41(5), pp.600-616.

Randel, A.E., Galvin, B.M., Shore, L.M., Ehrhart, K.H., Chung, B.G., Dean, M.A. and Kedharnath, U., 2018. Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), pp.190-203.

San Juan, N.V., Aceituno, D., Djellouli, N., Sumray, K., Regenold, N., Syversen, A., Symmons, S.M., Dowrick, A., Mitchinson, L., Singleton, G. and Vindrola-Padros, C., 2021. Mental health and well-being of healthcare workers during the COVID-19 pandemic in the UK: contrasting guidelines with experiences in practice. BJPsych Open, 7(1).

Sun, G., Choe, E.Y. and Webster, C., 2022. Natural experiments in healthy cities research: how can urban planning and design knowledge reinforce the causal inference?. Town Plan. Rev., 92, pp.1-23.

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Wood, C.J., Polley, M., Barton, J.L. and Wicks, C.L., 2022. Therapeutic community gardening as a green social prescription for mental ill-health: Impact, barriers, and facilitators from the perspective of multiple stakeholders. International Journal of Environmental Research and Public Health, 19(20), p.13612.

Zumelzu, A. and Herrmann-Lunecke, M.G., 2021. Mental well-being and the influence of place: conceptual approaches for the built environment for planning healthy and walkable cities. Sustainability, 13(11), p.6395.

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