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“I feel deeply humbled and grateful to those who have supported, mentored, and believed in me,” he shared on . “The Fulbright mission—fostering mutual understanding and learning across cultures—aligns closely with my research on how to cultivate individuals’ positive experiences and foster good organizational systems (leadership, HR practices, and culture) in various countries.”��

The human factor

For Kong, trust is an entry point into a broader question: What makes organizations and the employees that fuel them thrive?

In Ireland, he plans to explore that question firsthand through qualitative research with companies, focusing on workplace culture as well as employee trust and development. Afterward, he will translate those qualitative insights into a quantitative study, identifying measurable ways human-centered organizational practices and employee trust and development influence organizational success.

To Kong, these issues are closely related to human sustainability and organizational sustainability. He sees those as closely linked to Ireland’s focus on human-centered values and human development.

“The Fulbright mission—fostering mutual understanding and learning across cultures—aligns closely with my research on how to cultivate individuals’ positive experiences and foster good organizational systems.”

—Tony Kong, Professor of Organizational Leadership and Information Analytics

Why Ireland?

Kong sees Ireland as a compelling example of human-centered systems and policies.

“Ireland is particularly interesting to me because as a country, it is humane and cares about people and their sustainable development,” he said, pointing to the country’s investments in education, workforce skills, and community well-being. These national efforts, he believes, shape how organizations in Ireland prioritize employee well-being and development and leverage technology to achieve these goals. “After all, people are the most valuable asset in any organization,” he said.

The Fulbright will provide him with opportunities to engage directly with business leaders, HR professionals and academic partners. He was also invited to keynote a conference in Dublin this September, laying the groundwork for his in-country research.

A global perspective on work

Kong’s interest in workplace dynamics across cultures is deeply personal. Having grown up in Shanghai and lived in various regions of the United States, he has long observed how cultural norms shape views of work, success and identity.

“American and Chinese cultures have similar expectations of people’s diligence,” he said. “Both cultures have high expectations for people’s hard work, and we are so busy that sometimes we forget to thank people—and appreciate others for what they do. We shouldn’t take others’ diligence, kindness and generosity for granted.”

That has motivated Kong to study gratitude and appreciation at work for many years, generating evidence-informed insights.

In contrast, many European countries emphasize work-life balance. These differences shape how individuals define themselves and perceive work ethics.

“Interestingly, when you ask people in the U.S. to introduce themselves, the first thing many people think about is their occupation,” Kong explained. “Many people tie their identity to what they do for work first rather than things like hobbies or what they’re passionate about outside of work. I am guilty of doing that myself.”

For Kong, that fuller identity would include his passion for singing—a reminder that work is only one part of a person’s life.

Rethinking training in the age of AI

Another dimension of Kong’s research will be understanding how organizations approach training and development as artificial intelligence (AI) reshapes the modern workplace.

“A lot of people complain that employee training is very dull and outdated,” he said.

“It’s not only about training and development,” he explained. “It’s also showing people their value and that there’s a channel for their contribution and promotion within an organization.”

““It’s not only about training and development. It’s also showing people their value and that there’s a channel for their contribution and promotion within an organization.”

—Tony Kong, Professor of Organizational Leadership and Information Analytics

This philosophy aligns with Kong's teaching at Leeds, where he emphasizes a strengths-based approach. “When you narrow down what people are good at and enjoy doing, then you can leverage that. We can assign employees to different roles based on what they love to do or are good at."

Too often, he argues that organizations rely on one-size-fits-all models that overlook individual differences or unique personal journeys. And even well-designed programs can fall short if they are implemented inconsistently across teams and departments, he said. “Perhaps AI can help us do a better job in employee training and development.”

Building human connection in a changing world

Kong sees his research as part of a broader conversation about the future of work.

“On a societal level, we hear so many stories of layoffs and graduates not finding jobs,” he said. “Then we start questioning the value-add for going to college.”

While technical skills are important, Kong believes they’re only part of the equation. “We also need to learn more human skills, like how to build stronger human connections, and that’s important to the future of work,” he said. Technology can facilitate human communication and augment human capabilities, but it cannot replace the depth of face-to-face interactions or human connections, he believes.

For Kong, the challenge ahead lies in balancing performance with to create workplaces that are not only efficient and innovative, but also human-centered and meaningful. To him, that’s the key to sustainability.

Workplaces that bring out our best selves

Despite the seriousness of his scholarship, Kong approaches his work with a sense of playfulness.

“I don’t want to take myself too seriously, even though I take work seriously,” he said. "Life is short; I want to have fun with what I do and who I am. I learn a lot by traveling and having diverse experiences. I also want to help the workplace be more lighthearted.”

As he prepares for his Fulbright experience, that philosophy remains central to his work: organizations are at their best when they make room for both performance and people—when people are valued not just for what they produce, but for who they are.