Alexi Robichaux

Bio: Alexi Robichaux is an academic researcher. The author has an hindex of 1, co-authored 1 publications receiving 8 citations.

Mattering is an indicator of organizational health and employee success

Abstract: Mattering, one’s sense of the difference one makes in the world, has been variously described in psychological and philosophical literatures. We propose the experience of mattering is tied to the p...

Moral Distress, Mattering, and Secondary Traumatic Stress in Provider Burnout: A Call for Moral Community

Abstract: Burnout incurs significant costs to health care organizations and professionals. Mattering, moral distress, and secondary traumatic stress are personal experiences linked to burnout and are byproducts of the organizations in which we work. This article conceptualizes health care organizations as moral communities-groups of people united by a common moral purpose to promote the well-being of others. We argue that health care organizations have a fundamental obligation to mitigate and prevent the costs of caring (eg, moral distress, secondary traumatic stress) and to foster a sense of mattering. Well-functioning moral communities have strong support systems, inclusivity, fairness, open communication, and collaboration and are able to protect their members. In this article, we address mattering, moral distress, and secondary traumatic stress as they relate to burnout. We conclude that leaders of moral communities are responsible for implementing systemic changes that foster mattering among its members and attend to the problems that cause moral distress and burnout.

Mattering Mediates Between Fairness and Well-being.

Abstract: Research has suggested a fundamental connection between fairness and well-being at the individual, relational, and societal levels. Mattering is a multidimensional construct consisting of feeling valued by, and adding value to, self and others. Prior studies have attempted to connect mattering to both fairness and a variety of well-being outcomes. Based on these findings, we hypothesize that mattering acts as a mediator between fairness and well-being. This hypothesis was tested through Covariance-Based Structural Equation Modeling (CB-SEM) using multidimensional measures of fairness, mattering, and well-being. Results from a Latent Path Analysis conducted on a representative sample of 1051 U.S. adults provide support to our hypothesis by revealing a strong direct predictive effect of mattering onto well-being as well as a strong indirect effect of fairness onto well-being through mattering. Results also show that mattering is likely to fully mediate the relationship between fairness and multiple domains of well-being, except in one case, namely economic well-being. These findings illustrate the value of a focus on mattering to understand the relationship between fairness and well-being and to provide future directions for theory, research, and practice. Theoretical implications for the experience of citizenship and participation, along with cross-cultural considerations, are also discussed.

Leading with a Kind Heart

Abstract: In the global context of increasing complexity and competition, where there has been an erosion of public trust in both public and private sector organisations and their leaders, the practice of leading with a kind heart has gained increasing attention. There are calls for a more inclusive, authentic and connected form of leadership which revives humanity and enhances meaning in life and work. Developing HE leadership with heart requires a paradigm shift. We carry a core responsibility for the culture of our institutions. Therefore, we must demonstrate and propagate kindness through openness, authenticity, compassion and courage. This chapter uncovers the key elements of leading with heart, with a focus on how we can lead a heart-infused revolution in our own back yard.

Assessing a Culture of Mattering in a Higher Education Context

Abstract: Aim/Purpose: The purpose of this study was to examine the factor structure of a newly developed Culture of Mattering survey (CoM) that evaluates mattering in the context of relationships with supervisors, colleagues, and the organization as a whole. Background: Mattering can be defined as the experience of feeling valued and adding value. Despite the importance of mattering in personal and occupational domains, there is very little research on organizational cultures that promote mattering. As far as we know, there is no research on the measurement and promotion of a culture of mattering in higher education settings. Methodology: Data were collected from 4,264 university employees across 469 work units using web-based surveys. CoM scores were aggregated into unit-level average scores, which were the focus of all analyses. Contribution: This study is the first to examine the measurement of a CoM in a higher education context. The specific context consists of a set of principles and behaviors enacted in relationship with supervisors, colleagues, and the organization as a whole. Findings: Factor analysis of the CoM resulted in one general factor (α = .90), and three sub-factors dealing with supervisors (α = .95), colleagues (α = .92), and the organization as a whole (α = .86). Recommendations for Practitioners: When trying to improve organizational culture, attention must be paid to how employees feel at all these levels. Recommendation for Researchers: This study shows that it is important to pay attention to three contextual levels when assessing mattering among faculty and staff: interactions with supervisors, colleagues, and the entire organization. Impact on Society: Mattering is a crucial aspect of organizational health and well-being. Future Research: It is important to study how mattering in higher education impacts the well-being of faculty, staff, and students.