**4. Discussion**

This study contributes to previous research on salutogenesis and SOC, CL and C in leadership and transcultural and global work contexts [8]. The findings support studies on SOC as a C mechanism to manage work stressors and challenges [9]. The findings show that leaders focus particularly on meaning at work and their lifestyle choices [2], emphasising that CL, as a positive emotion, contributes to managing challenges in contemporary and future workplaces. Leaders in this study do not focus on negative factors when facing challenges during the transition into the 4IR [3] but stay in a positive mindset. This might be a side effect of their strong focus on salutogenesis, SOC, and a strong focus on meaningfulness. They use CL as their main resource for coping at work. The findings, therefore, support previous studies such as Li, Hou and Wu [5] and contribute from a positive psychology mindset to the stress management literature [14]. As shown above [15], CL is defined in the context of three of the six key features [17], namely: listening skills, self-growth, and building a (healthy) community. Leaders in this study foster CL to connect with others, create positive social bonds and grow individually [17].

Meaningfulness is very important for the leaders and provides them with motivation and strengths in 4IR workspaces [20]. SOC and CL can be promoted as new skills and actions to promote systemic, human-based leadership qualities [87], which are important for managing C when faced with new 4IR stressors. The findings do not display a critical view of CL and leadership in relation to Illouz's [88] critique on capitalist societies. That no critical views on CL are presented might be a shortcoming of the findings. Rather, the participants follow Chandsoda and Salsing's [26] approach, incorporating sympathy and participating in human relations, based on CL, connecting passionately with the self and other [27,29].

Dooris, Doherty and Orme [36] emphasise that organisations and leaders are increasingly focusing on promoting salutogenesis improve the performance of organisations. The findings show that SOC components can aid leaders [37,38,42]. Further, the findings show that meaningfulness is the most important component, followed by manageability and comprehensibility as SOC, fostering happiness and well-being [46,47], positivity and listening skills [48]. The findings support that CL improves health in leaders, supporting Gray [50]. It is also assumed that CL and SOC are interlinked, including the idea suggested by Eriksson [51] that SOC needs to be applied at different system levels. As in this study, Harry [51] also supports the idea of implementing SOC interventions in organisations. Further, this study supports the idea of fostering positive feelings [63], thereby promoting affection and interest in others [63,64], increasing emotive encounters and meaning [68] through SOC interventions.

As suggested by Winston [89], leaders aim at "doing good" and would like to improve the life of others as well as working "for the better". Leaders do not refer to negative emotions, such as anger, failure, selfishness, guilt or worry [73]. This positive mindset might increase relaxation, other positive feelings, general well-being [75,76], and spirituality. This further fosters a general appreciation of humanity, with a focus on personal and organisational growth, vocation and professional calling [73]. This study supports previous studies on the positive effects of salutogenesis, SOC and CL regarding C in leadership positions.

#### **5. Limitations**

Limitations of this study include the qualitative nature of the research, which only provides a selected, in-depth insight into a small number of participants. These participants are from specific cultures and middle- and higher-economic backgrounds within their societies. The sample is, therefore, biased. The research study provides insights into subjective, ambiguous views and experiences and cannot be generalised [90]. The findings might be helpful to provide a starting point for mixed-method studies on SOC, CL and C.

#### **6. Conclusions**

The aim of this article was to present the positive coping mechanisms of leaders for coping with challenges faced in the transition into the 4IR with special regard to SOC and CL, thereby contributing to opening a positive and constructive approach on coping during the transition into the 4IR.

Leaders believe in CL as an important mindset to improve transcultural work relationships and to understand complex situations (comprehensibility). CL helps leaders to focus on the positive, look beyond cultural differences and "see the good" in others. CL helps to be appreciative and open-minded and minimises cultural and religious stereotypes. CL relates further to conscious and mindful listening.

Leaders manage transcultural work relationships by primarily focusing on managing behaviour, attitude and emotions (manageability). Healthy workplaces consist of well-managed resources, balanced relationships and positive humane connections. When leaders maintain positive relationships, they cope better with challenges. Love is highly important as a resource to cope with stress.

Meaningfulness is connected with positive and loving relationships, overall meaning creation, purpose and fulfilment, positive feelings, health and well-being. Two individuals view CL and meaningfulness in relation to God.

In conclusion, leaders see a strong connection between CL and C. They feel that CL is strongly associated with being human, happiness, balance and harmony, love for the world and safety. Leaders also highlight that when they have to make decisions, maintaining a CL perspective is often challenging.

Overall, CL is a strong coping mechanism in leaders of this study. CL is connected with SOC and C (40 statements). CL is a social and intra-personal coping mechanism as well as an important part of the leaders' personal leadership culture, though not necessarily part of the national leadership culture. CL is a concept that needs to be actively implemented into leadership.

**Author Contributions:** Both authors (C.-H.M. and R.M.O.) designed and wrote up this study. C.-H.M. collected and analysed the data. Intersubjective validation of this study was performed by both authors. Both authors have read and agreed to the published version of the manuscript. All authors have read and agreed to the published version of the manuscript.

**Funding:** This research received no external funding.

**Acknowledgments:** We thank the participants for their engagement in this study and for sharing their in-depth insights.

**Conflicts of Interest:** All other authors declare no conflict of interest.

#### **Appendix A**

Biographical data Sex: Age: Mother tongue: Cultural background: Nationality: Religious affiliation/belief: Highest educational degree: Profession: Leadership position: Marital status: Marital status with someone from another culture? If yes, which cultures: Have you have lived outside of your birth country (more than one year)? If yes, where did you live longer than one year?


12. How is love valued in your culture/in your leadership culture. Please give an example.
