SJR_Q3_Humanistic Supervisors as Change Agents—The Core of an Organization

Abstract—Fostering an organization’s core values with a humanistic management approach that balances economic benefits and human ends has been elusive for large-scale change within organizations in the engineering sector. Resilience, agility, mindfulness, transparency, kindness, integrity, compassion, good stewardship, socially minded citizens, human well-being, sustainability, and many other humanistic management-oriented terms are becoming increasingly prevalent. In the post-COVID-19 pandemic world, people across the globe are concerned about how social, political, and environmental factors affect them. This article highlights humanistic management as a core value for engineering companies. We present empirical evidence of companies that demonstrate humanistic management principles and offer examples of companies that have used shared sacrifices to retain their employees. This article provides lessons for managers seeking to influence future workplaces as change agents. Index Terms—Economistic paradigm, humanistic management, humanistic organizations, human well-being, leadership, sustainability.