Examinando por Autor "Ravina-Ripoll, Rafael"

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Happy leadership, now more than ever
(Inderscience, 2024-04-15) Díaz-García, Gustavo A.; Ortiz-de-Urbina-Criado, Marta; Ravina-Ripoll, Rafael
The Covid-19 crisis demonstrated the need for new leadership styles suited to times of economic uncertainty. Today, leadership in organisations is less humanistic and inspirational and more authoritarian. More management models should be promoted based on ethics, corporate happiness and social responsibility. This research reflects on the type of leadership suited to the new era. It explores the concept of happy leadership and analyses its characteristics. This construct combines the rational and emotional minds of those who lead. It seeks to exercise actions that help reduce stress, frustration, and fear, improving wellbeing to optimise work performance. Thinking, feeling and doing from a happiness management approach supports people's vision from an organisational and emotional perspective by developing aspects such as creativity, flexibility and sustainability. Happy leadership promotes new models of integral management through changes in corporate culture, helping to reconcile productive efficiency with business ethics, entrepreneurship, organisational justice and happiness at work.
How can tourism managers' happiness be generated through personal and innovative tourism services?
(Emerald, 2023-12-18) Robina-Ramírez, Rafael; Ortiz-de-Urbina-Criado, Marta; Ravina-Ripoll, Rafael
Purpose There has recently been much interest in analysing the creation of personalised tourism services and studying their effect on organisations. However, there still needs to be more work in analysing their effect on happiness and the role that emotions play in these processes. This paper aims to analyse, in the context of personalised and innovative tourism services, which factors can encourage and improve managers' happiness. Design/methodology/approach A model of analysis is presented with five variables: tourism managers' happiness (TMH), innovative personalised tourism services, internal factors: emotions (IFE), organisational factors (OF) and personal factors (PF). Eight hypotheses are proposed and tested with a structural equation model. Findings The results allow the authors to affirm that personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also in generating emotions that contribute to improving their attitude towards the company. Research limitations/implications This scientific work has some limitations. Firstly, this study was carried out exclusively in Spain due to the relevance of this country in the international tourism sector, according to the World Tourism Organisation. The results achieved in this research should be contrasted with other studies in other territories. Secondly, the interviews and surveys were carried out at specific time intervals. It has not led to problems of significant bias in the variance of the standard method. Therefore, it is desirable to undertake longitudinal or cross-sectional studies for future research. Thirdly, it is interesting to develop theoretical models that include other psycho-directive or leadership style constructs to determine whether they holistically enhance the subjective well-being of hospitality managers. Moreover, other types of factors of a social or strategic nature can be considered, which can positively or negatively impact the analysed variables. Finally, future research can deepen the empirical analysis of the relationship between managerial competencies and digital innovation from the perspective of happiness management. These findings would contribute to a greater cognitive understanding of the implications of personalised and innovative tourism services on hotel establishments' happiness and economic benefits. Practical implications This paper shows the fundamental role of a happy leadership style in creating responsible, green and innovative environments in today's digital society. Furthermore, the happiness of tourism managers can contribute to the generation of high quality and excellent services that are in line with the principles of sustainable development. Social implications Personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also to generating emotions that contribute to improving their attitude towards the company. On the other hand, it has been observed that personalised and innovative tourism services generate positive effects at organisational, internal and personal levels. The following reflections are advanced: The development of internal factors such as the emotions of awe and gratitude or the generation of trust can enhance the happiness of tourism managers. The happiness of tourism business managers can be enhanced by developing OF such as smart-personalised tourism services and data protection. The happiness of tourism managers can be enhanced by the development of PF such as travellers' desires, expectations and needs, or other factors such as disposable income, health status or family situation. Originality/value This is the first empirical study that focuses on investigating how personalised and innovative tourism services affect managing happiness.
Neuroleadership: a new way for happiness management
(Springer Nature, 2023-04-04) Ruiz-Rodríguez, Raquel; Ortiz-de-Urbina-Criado, Marta; Ravina-Ripoll, Rafael
In a post-pandemic era, managers and leaders have a role to enable the changes needed to make workplaces happier and more productive. This paper aims to analyse the role of neuroleadership in the application of happiness management. Two research questions are proposed: what do we know about neuroleadership? and what role can neuroleadership play in happiness management? A mixed methodology is applied. A bibliometric technique is used to identify the main topics studied in neuroleadership. An in-depth analysis and logical reasoning are applied to propose a neuroleadership research roadmap and to present some research pathways for neuroleadership for happiness management. A neuroleadership research roadmap is proposed, considering the approaches, practices/actions, and purposes. It is observed that the consideration of the management of emotions and cognitive processes in the work environment is attracting interest to develop a leadership focused on making better workplaces. A new line of action focused on the management of happiness is emerging. In addition, neuroleadership is presented as a new way of understanding management. Their combined application can mark a before and after in business management, and for that, a proposal of future research lines and questions is developed. This paper presents four future research pathways—perspectives, reasons, adoption and implementation, and results—for studying neuroleadership for happiness management.