write in brief about changing the spectrum of toxicity
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There is a significant interest in corporate wellness. In 2019 alone 418 000 000 wellness-related articles were published on Google and 34 700 scholarly articles were published in academic journals. This interest is further illustrated in the number of conferences, consulting solutions, and assessment measures focussed on measuring, managing, and optimising wellness. This focus in corporate environments is of critical importance.
The principle is that employees, often the largest stakeholders in businesses can have a significant impact on the growth, reputation, and competitive edge of the company. This isThis is why leadership has to care so much about the workplace conditions, processes, and opportunities available to employees. The motivation, engagement, innovation, client- and service orientation, happiness, loyalty, and commitment of employees are related to their wellness and well-being at work. It can significantly impact on clients as a major stakeholder group and on the earnings of the company which impact on shareholders. Where leadership can drive a wellness and well-being culture, employees have the opportunity to flourish even when the going gets tough.
It is, therefore, such an irony that many employees still have experiences of toxicity in the workplace. Toxicity, in contrast to wellness, includes behaviours, actions, and