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Employers, in collaboration with employees, are responsible for organizing work in compliance with labor laws. Leaders have a particular responsibility for decision-making and achieving organizational goals. They influence not only what happens within the organization but also how employees experience their work.

Leaders can positively impact the work environment and employees' health by:

• Providing support and assistance at work
• Listening and valuing employees’ contributions
• Assigning tasks fairly and treating employees impartially
• Encouraging and enabling employees to participate in key decisions about their work
• Establishing systems and procedures to ensure fair treatment for all employees

Positive feedback from leaders on well-done work can boost motivation and satisfaction. Conversely, feedback on errors or areas for improvement can have both positive and negative effects on motivation and well-being. To achieve a positive outcome, feedback should be specific, solution-oriented, and delivered directly.

Low levels of autonomy in the workplace can increase the risk of mental health issues, musculoskeletal disorders, absenteeism, and disability. Job control refers to the degree of autonomy employees have, such as planning how or when tasks are completed.

Many workers face high demands at work. To prevent this from harming their health, these demands should be balanced with a high degree of autonomy. For example, employees should have a say in the pace of their work or how tasks are performed. The demand-control model, introduced by American sociologist Robert Karasek in 1979, emphasizes these factors. According to the model, growth and development occur when employees face moderately high demands combined with diverse tasks and opportunities to manage their workday independently.

Communication in the workplace occurs both formally and informally, among individuals and groups internally, as well as with clients, customers, and external partners. Formal communication often involves rules about what tasks should be done, why they should be done, and how they should be carried out. Informal communication, on the other hand, includes spontaneous exchanges that are vital for maintaining organizational culture.

Work is a significant part of life, and good relationships with colleagues are crucial for well-being, security, and professional growth. Open communication fosters solidarity and reduces conflicts. Preventing and effectively handling negative incidents like bullying, harassment, and threats can reduce the risk of mental health issues and absenteeism. Clear procedures for reporting negative incidents are essential.

Open communication relies on:

• Psychological safety: "Is it safe to speak up without facing negative consequences?" 
• Perceived voice efficacy: "Does speaking up make a difference, and will my input be taken seriously?"

Doing a good job boosts confidence and satisfaction. When expectations about tasks are clear, employees perform better and feel more secure. However, unclear or conflicting expectations can lead to uncertainty, poor performance, and reduced well-being. By clarifying expectations, leaders and employees can create a work environment where everyone knows what is expected, making it easier to thrive and look forward to work.

Predictability is particularly important during organizational changes. Involving employees in these changes and implementing them thoughtfully ensures they feel a sense of control, which helps maintain productivity even during challenging times.

Role conflict occurs when employees face conflicting expectations about their tasks, priorities, or resource allocation. It is a significant risk factor for mental health issues such as anxiety and depression, as well as musculoskeletal disorders, which are leading causes of long-term absenteeism in Norway.

In some professions, role conflict is inherent and difficult to eliminate. Leaders and employees should identify specific situations contributing to role conflict and develop measures to address them, along with plans for follow-up and evaluation.

Conflicts are neither inherently good nor bad—they can have both positive and negative aspects. When handled constructively, conflicts can promote development, learning, and closer relationships. However, unresolved conflicts can become harmful, consuming time, energy, and resources.

Creating a culture that embraces diversity and encourages dialogue can help prevent conflicts from escalating. Resolving conflicts requires addressing both the issue and the relationship between parties.

Bullying is one of the most significant workplace risk factors for health issues and absenteeism. It involves repeated negative actions against an individual, making it difficult for the person to defend themselves. Examples include gossiping, ridicule, or assigning degrading tasks.

The frequency and duration of such behavior determine its impact on the individual. Single incidents can also be severe enough to constitute harassment under labor laws.