An interaction can be described as ‘energising’ if it increases or consolidates an individual or group’s enthusiasm for, or desire to pursue, an action (Quinn, 2007). Research suggests that energisers contribute to group performance, motivation, and innovation (Cross, Baker, & Parker, 2002; Cross, Linder, & Parker, 2007). However, studies to date have focussed on large commercial organisations (Parker, 2016). An unexamined area is if energisers make similar contributions in small or mission-led settings. Social enterprises are businesses that trade to fulfil a social mission and improve quality of life (Chell, Nicolopoulou, & Karataş-Özkan, 2010). As social enterprises typically operate under significant resource constraints, optimising human capital and sustaining the wellbeing of staff and volunteers is key to sustaining the organisation and achieving its social aims.
This study investigated energising and relational aspects of wellbeing in social enterprise using a mixed-methods social network analysis methodology. Findings revealed high levels of energising, wellbeing, psychological capital, and social capital. An exploration of factors that contribute to wellbeing and social capital include key organisational practices, attitudes and behaviours designed to be inclusive and to promote diversity. The study provides insights into ways in which organisations can support the performance and wellbeing of their teams.