Smollan, RMorrison, R2018-10-012018-10-012017-12-062017-12-06In Proceedings of the 31st Australian and New Zealand Academy of Management Conference : Creative Disruption: Managing in a Digital Age. Australian & New Zealand Academy of Management, Southport.https://hdl.handle.net/10292/11847While extant literature has focused on the receiving of support during stressful change, this paper explores the nature of the support given by staff to others and to determine the direction, types and antecedents of this support. Interviews conducted in a New Zealand public healthcare authority revealed that different forms of support (instrumental, emotional, informational and appraisal) were given by participants to a variety of internal stakeholders. Support was derived from pro-social values, disposition, a sense of responsibility for the wellbeing of others, reciprocity, guilt and the expectation that supporting others might mitigate their own stress.NOTICE: this is the author’s version of a work that was accepted for publication. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in (see Citation). The original publication is available at (see Publisher's Version).Emotions; Group dynamics interpersonal behaviour; Stress and stress managementConference ContributionOpenAccess