Recently, Lithuania topped the World Happiness Report ranking for under 30s, with the country’s young people rating themselves 7.76 out of 10 on the happiness scale. I completely understand why, especially as a young person living in Vilnius.
There is a positive association between the level of economic development and national levels of overall life satisfaction (OLS) in the adult population, with decreasing marginal returns. However, research shows no association in early adolescence and a negative association in middle adolescence. We hypothesize that this is due to the exclusion of low-income countries, where adolescent wellbeing is rarely collected. 2015–2019 Gallup World Poll data from 139 countries in middle adolescence (age 15–17; n 36,907) were analysed using linear regression to study the association between country levels of economic development and OLS, positive emotions (PE), and negative emotions (NE), and how this varies across economic development levels, and gender. Variations across economic development levels were compared with those observed in the adult population. Log per-capita GDP is positively associated with OLS and PE, although in high-income countries no association is observed for PE, and among females for OLS. For NE, a negative association is observed in lower-income countries and a positive association in higher-income countries. In this age group (age 15–17), the log per-capita GDP – OLS association is stronger in lower-income countries than in higher-income countries, but this pattern reverses with age in adulthood. A nuanced relationship exists between economic development and adolescent wellbeing, which varies across measures, levels of economic development, gender, and age -including notable differences compared to adults. Our study highlights the need for improving child and adolescent wellbeing data worldwide, especially in lower-income countries, to better understand how best to support wellbeing globally.
The moment has come when leaders must stop pretending we care about engagement. Let’s quit asking workers to fill out surveys that everyone knows are insincere, “check-the-box” activities. Instead, leaders should start dedicating resources to not only measuring employee well-being, but actually committing to improving employee well-being.
Research suggests that employee well-being matters more to the success of a business than employee engagement. For instance, Oxford University researchers have determined that how people feel at work is the biggest driver of employee productivity. Consequently, focusing on improving employee well-being will lead to a massive win for employers and employees alike.
This mixed-methods study aimed to investigate students’ perspectives regarding their behavioral and academic changes following an 8-week combined intervention of Social and Emotional Learning (SEL) and Mindfulness-Based Program (MBP). A total of 552 teenagers (mean age = 13.03, SD = 0.50, 47.5% females) from an urban Chinese private school participated, with 184 participants randomly assigned to each condition (taught, self-help, and active control groups). Paired-sample t-tests were employed to examine changes within groups, while General Linear Models compared academic achievement changes among the three groups. Despite finding no significant improvement statistically on academic achievement, some students attributed their improved academic performance to the course. Thematic analysis was conducted on 115 written responses and 4 focus group interviews from the taught group. The analysis revealed several key themes among the Chinese population, including no changes, state change, attitude change, and behavior change. These themes were consistent with the theoretical foundations of Mindfulness-based Cognitive Therapy (MBCT) and aligned with previous qualitative research on Western adolescents. The study highlights the benefits of techniques and cognitive change in facilitating behavioral change and offers practical suggestions for supporting students in behaviour regulation. It also underscores qualitative research’s role in detailing these practices’ effects on behavior and academic performance. Furthermore, a proposed model aligns with established behavioral change theories, providing a practical visual aid for teachers. This study offers a comprehensive framework for future research on the theoretical constructs of MBPs and provides practical suggestions for supporting students in behavior regulation.
Conference calls provide opportunities for CEOs to inform market participants (i.e., financial analysts and investors) about their companies’ prospects. Much research has focused on how CEOs speak about business-related topics in these calls, yet surprisingly the literature has not considered how statements that go beyond financial information affect market participants. When we explored archival data of how CEOs of publicly traded U.S.-based companies from the Russell 3000 Index spoke about COVID-19 in conference calls as the pandemic began in 2020, we noticed that about half of CEOs made human care statements that expressed a concern for people, with seemingly little direct financial relevance. However, although these statements were largely generic, vague expressions rather than clear plans, we discovered that the more such statements CEOs made, the better their companies fared on the stock market when stock prices tumbled globally. Follow-up explorations unveiled a negative association between CEO human care statements and stock volatility, meaning that market participants discounted these companies’ future earnings less. Our explorations suggest that it pays off for CEOs to go beyond mere financial information and show some humanity, with implications for downstream theorizing about CEO impression management.
Socioeconomic inequality is perpetuated and exacerbated by an overlooked yet serious epidemic of time theft: the act of causing others to lose their time without adequate cause, compensation, or consent. We explain why time theft goes unnoticed, how it drives socioeconomic inequality, and what businesses and policymakers can do to address it.
Given that work takes up a major part of many adults’ lives prior to retirement, we can assume that management approaches in these nations contribute to their citizens’ happiness.
So, what can leaders learn from the world’s happiest countries?
The World Happiness Report ranks countries based on a happiness measurement survey conducted by Gallup, where respondents evaluate the quality of their lives.
Lithuania was ranked 19th on the overall happiness list, but secured the top spot in the under-30 rankings.
Lithuania’s under-30s rated themselves 7.76 out of 10 on the happiness scale. In comparison, those in the same age group in the US rated themselves 6.392 out of 10, placing it 62nd globally.