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This study aims to pilot-test the acceptability, feasibility, preliminary efficacy and user experience of an animated virtual reality (VR) game (“Goliath: Playing with Reality”) aimed at reducing stigma related to psychosis and schizophrenia among health-care students and trainees.

A mixed-methods design was used. Sixteen trainee clinical psychologists with experience working with service users with psychosis/schizophrenia engaged with the VR game using a headset and controllers, and completed measures before and after. Quantitative measures assessing intervention acceptability, appropriateness and feasibility were collected and analysed descriptively. These were complemented by qualitative feedback on user experience, analysed through content analysis. Pre- and post-intervention mental health stigma-related measures were also collected and analysed inferentially.

Most participants found the VR game acceptable, appropriate and feasible for reducing mental health stigma. Although there were no significant changes in stigma-related measures, participants were impressed by the immersive storytelling and the symbolic portrayal of psychosis. Participants also valued the educational aspect, empathised with people living with psychosis/schizophrenia and experienced a range of emotional reactions. However, participants noted usability concerns, and suggestions for improvement were made.

This is one of the first studies to show the potential of “Goliath: Playing with Reality” as a mental health educational intervention for health-care students and trainees. Drawing on narrative theory and immersive-interactive storytelling techniques, the VR game provides experiences that can foster narrative engagement and emotional connection, potentially enhancing its effectiveness in mental health stigma reduction efforts.

The present study aims to investigate the relationship between institutional influence and performance, mediated through transformational leadership (TL) and moderated by barriers, situational factors, communication and implementation.

Using a structured survey instrument, data were collected from 370 faculty members from 31 higher educational institutions in southern India. After checking the psychometric properties of the instrument, the authors used Hayes’s PROCESS to test the direct hypotheses and three-way interactions.

The results revealed that TL mediated the relationship between institutional influence and performance. Further, the findings supported the three-way interactions between (1) institutional influence, barriers and communication positively affecting TL; and (2) TL, situational factors and implementation affecting the performance of faculty members.

This study underscores the importance of TL for the smooth functioning of higher educational institutions and achieving superior performance, especially in the new normal context after the global pandemic.

This study makes several significant recommendations to administrators in higher educational institutions, in addition to contributing to the vast literature on TL. The study suggests that administrators must invest resources in developing TL skills so that employees reach their fullest potential and contribute to achieving organizational goals. In addition, leaders in organizations need to exercise a transformational style to combat the new normal post-pandemic academic environment.

This study provides new insights into the importance of TL style and institutional influence to enhance performance. To the best of our knowledge, the conceptual model developed and tested the first of its kind in India, significantly contributing to theory and practice.

Canadian organizations started addressing workplace bullying and harassment in the 1990s. Proactive organizations have written policies, trained managers and employees, created a complaint process and conducted surveys. The objective of this study is to examine how effective these efforts by Canadian organizations have been.

Data for this research were collected through a survey administered to employees in Canadian workplaces (n = 1,000), including managers (n = 461). A stratified sample was used to facilitate a good representation of region, age, gender, sector and occupational level of working Canadians.

The survey indicated that some Canadian organizations continue to be negligent in addressing workplace bullying and harassment and that the problem is particular to large organizations, young employees and the private sector.

The survey identifies that some Canadian organizations are still negligent in addressing workplace bullying and harassment. The problem is particular to large organizations, young employees and the public sector.

Senior and middle-level managers need to be aware that workplace bullying and harassment continue to occur in their work environment. Further, given that managers at times defer excessively to authority, the human resource (HR) department has a vital role in addressing workplace bullying and harassment. HR needs to establish a reputation among employees that their complaints will be taken seriously, and corrective actions will be taken.

This study examined the nature of workplace bullying and harassment in the Canadian context. The study found that organizations are still neglecting issues of workplace bullying and harassment and that there is a disconnect between what employees are experiencing and what senior management is professing is the situation. This disconnect is a continued liability for organizations.