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Employee well-being has evolved into a strategic priority, encompassing culture, leadership, and employee agency. Despite its recognized impact on performance and engagement, many organizations face operational and competency-related barriers to effective implementation. This chapter analyzes these challenges through two case studies: Totalizator Sportowy, where well-being remains largely declarative amid sales pressures, and IBM, where it is embedded in strategy and supported by systemic tools. The proposed 5Cs leadership model—Care, Clarity, Connection, Courage, and Coherence—offers a framework for sustainable well-being practices. The chapter concludes with implementation guidelines, links to ESG and SDG frameworks, and future research directions.

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Operational and Competency Challenges of Well-Being in Organizations

  • 章节

  • 发表日期：

    2026年

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  • Anna Krejner-Nowecka,
  • Ewa Piotrowska

摘要

Employee well-being has evolved into a strategic priority, encompassing culture, leadership, and employee agency. Despite its recognized impact on performance and engagement, many organizations face operational and competency-related barriers to effective implementation. This chapter analyzes these challenges through two case studies: Totalizator Sportowy, where well-being remains largely declarative amid sales pressures, and IBM, where it is embedded in strategy and supported by systemic tools. The proposed 5Cs leadership model—Care, Clarity, Connection, Courage, and Coherence—offers a framework for sustainable well-being practices. The chapter concludes with implementation guidelines, links to ESG and SDG frameworks, and future research directions.