Zhanna Lyubykh

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Aussi passionné que l’on soit par son travail, rien ne remplace un bon management. StudioRomantic/Shutterstock

Ce que signifie vraiment « aimer son travail » – et quand cet amour peut devenir un problème

Nick Turner, University of Calgary; Julian Barling, Queen's University, Ontario; Kaylee Somerville, and Zhanna Lyubykh, Simon Fraser University

De nouvelles recherches explorent la psychologie qui sous-tend l’amour du travail et ses implications pour les organisations modernes.
Workplace harassment often continues not because it goes unnoticed, but because speaking up feels risky. (Getty Images/Unsplash+)

Why workplace harassment persists despite policies — and what leaders can do

Sandy Hershcovis, University of Calgary; Ivana Vranjes, Tilburg University; Lilia M. Cortina, University of Michigan, and Zhanna Lyubykh, Simon Fraser University

Employees often recognize workplace harassment but choose not to report it. New research explores the social dynamics behind that silence and what can change it.
Loving one’s job can be deeply fulfilling when that attachment is freely experienced and supported by fair, well-designed work environments. (Getty Images/Unsplash+)

What it really means to love your job — and when that love can become a liability

Nick Turner, University of Calgary; Julian Barling, Queen's University, Ontario; Kaylee Somerville, and Zhanna Lyubykh, Simon Fraser University

New research explores the psychology behind work-related love and its implications for modern organizations.
Many employees hesitate to seek help or disclose their mental health conditions at work, which can leave them under-supported and contribute to increased absenteeism and turnover. (Unsplash+)

Why employees hesitate to disclose mental health concerns – and what employers can do about it

Zhanna Lyubykh, Simon Fraser University; Justin Weinhardt, University of Calgary, and Nick Turner, University of Calgary

New research shows that the decision to disclose a mental health condition at work isn’t purely personal and can depend on the broader workplace environment.
Rather than intervening, supporting targets or reporting the misconduct, bystanders may downplay it, withdraw support or even blame the target, which ultimately reinforces the mistreatment. (Shutterstock)

Why bystanders defend bad behaviour at work — even when they know it’s wrong

Zhanna Lyubykh, Simon Fraser University; Laurie J. Barclay, University of Guelph; Nick Turner, University of Calgary, and Sandy Hershcovis, University of Calgary

New research looks at why bystanders so often fail to act when they witness mistreatment at work.
When leaders ignore workplace aggression, employees can experience post-traumatic stress disorder, anxiety disorder and depression. (Shutterstock)

Workplace aggression causes real harm — leaders must take action against it

Zhanna Lyubykh, Simon Fraser University; Rui Zhong, Penn State; Sandra L. Robinson, University of British Columbia; Sandy Hershcovis, University of Calgary, and The Ton Vuong, University of Calgary

Leaders can effectively interrupt incidents of workplace aggression, act as influential role models for others, and ultimately foster inclusive climates.
Leaders who back up allyship statements with tangible actions build stronger connections with employees. (Shutterstock)

Allyship efforts can face pushback in the workplace. Here’s why it happens and what leaders can do about it

Zhanna Lyubykh, Simon Fraser University; Natalya M Alonso, Simon Fraser University, and Nick Turner, University of Calgary

Allyship is most needed in male-dominated environments, where gender equity efforts are often met with the greatest resistance.
The modern workplace is no stranger to political tensions, differing viewpoints and interpersonal conflicts. (Shutterstock)

Workplace tensions: How and when bystanders can make a difference

Sandy Hershcovis, University of Calgary; Brianna Barker Caza, University of North Carolina – Greensboro; Ivana Vranjes, Tilburg University, and Zhanna Lyubykh, Simon Fraser University

The essence of bystander intervention is not just about stopping a negative act, but also about fostering an environment where respect, growth and collaboration thrive.
Managers who abuse their employees may be suffering from a perceptual bias. imtmphoto/iStock via Getty Images

Abusive bosses often blame a worker’s lack of effort or care for poor performance when it’s their own biases that may be the problem

Zhanna Lyubykh, University of Calgary; Jennifer Bozeman, West Chester University of Pennsylvania; Nick Turner, University of Calgary, and Sandy Hershcovis, University of Calgary

About 1 in 7 workers say their managers are abusive, whether it involves ridicule or a failure to provide credit when it’s due.

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