Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination

Kaluza, Antonia J.; Boer, Diana; Buengeler, Claudia; Dick, Rolf van

doi:10.1080/02678373.2019.1617369

Cited by 155 publications

(209 citation statements)

References 99 publications

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“…Due to their specific working conditions, leaders are exposed to an increased risk of potential stress factors and related health complaints [ 45 ]. Although numerous studies have proven the influence of leadership on the health, wellbeing, and performance of employees [ 46 , 47 , 48 , 49 , 50 , 51 , 52 ], the health of leaders themselves is less frequently investigated [ 14 ].…”

Section: Introductionmentioning

confidence: 99%

“…Overall, leaders play a crucial role in workplace health prevention due to their role model function and evident influence on employee health [ 45 , 61 , 62 ]. A current meta-analysis emphasizes the relevance of leader’s well-being for the entire organization, as it affects leadership behavior and consequently the well-being and performance of employees [ 52 ]. Therefore, leaders themselves need to be in an optimal stress-strain situation, be aware of occupational psychological relationships between characteristics of work activity and human psyche, and need to realize possibilities for a positive health culture at the workplace [ 58 , 63 ].…”

Section: Introductionmentioning

confidence: 99%

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Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders

Efimov

Harth

Mache

2020

IJERPH

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Virtual teamwork as a new way of working is becoming increasingly prevalent in a growingly globalized and digitalized working environment. Due to the associated raise in health-related stress factors at the workplace and the central role of leaders in workplace health promotion, the aim of this study is to obtain initial findings on the use of health-oriented self- and employee leadership in virtual teams from the perspective of virtual leaders. Semi-structured telephone interviews were conducted with 13 virtual leaders by using the problem-centered interview method. The collected data were deductively and inductively evaluated and interpreted using the qualitative content analysis according to Mayring. The results show that virtual leaders ascribed great value of health and showed great awareness in health-oriented self- and employee leadership. Physical activity and boundary management were particularly mentioned as health-oriented self-leadership behaviors. The majority of leaders described communication, building trust, support in boundary management and implementation of personal meetings as health-oriented employee leadership behaviors. In addition to social, technical, and personal factors, primarily organizational factors were mentioned as factors of influence in this context. For a more comprehensive understanding of health-oriented leadership, the inclusion of virtual team members in further research studies is necessary.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders

Efimov

Harth

Mache

2020

IJERPH

View full text Add to dashboard Cite

show abstract

“…Studies show strong empirical support for the association between relation-oriented behaviours and employee health (Skakon et al 2010). Also, other researchers (Kaluza et al 2019) have regarded task-oriented, relation-oriented, and change-oriented behaviours to be constructive leadership behaviours in relation to their consequences for followers and the organization, as opposed to destructive (e.g. abusive and passive) behaviours.…”

Section: Leadership Behaviour Orientationmentioning

confidence: 99%

“…Thus, the managers in our study worked long hours, and this can be a health risk. As discussed earlier, managers' health is linked to leadership behaviours (Kaluza et al 2019) and might be an important prerequisite for exercising healthy and effective leadership behaviours (Lundqvist et al 2012).…”

Section: Managers' Work and Behaviour Patterns In Profitable Growth Smesmentioning

confidence: 99%

“…Working long hours is associated with depression, anxiety, sleep disturbances, and coronary heart disease (Bannai and Tamakoshi 2014), thus making it a serious occupational health risk. Furthermore, systematic reviews of available research have reported a relationship between managers' and employees' health (Skakon et al 2010) as well as between managers' wellbeing and their leadership behaviours (Kaluza et al 2019).…”

Section: Managerial Work From An Organizational Health Perspectivementioning

confidence: 99%

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Managers’ work and behaviour patterns in profitable growth SMEs

2020

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We investigated managers' work and behaviour patterns in profitable growth small-and mediumsized Swedish companies, and considered how these patterns might be associated with good health outcomes. Specifically, we looked at hours worked by managers, proportion of time spent on working activities, and leadership behaviour orientation. We used a quantitative cross-sectional design and collected data via a standardized questionnaire that was answered by 133 top managers. The data were analyzed with descriptive statistics, linear regression, and compositional data analysis. Our results indicate that the managers worked long hours, which is a health risk both for them as individuals and for their organizations, but also that they engaged in work practices and leadership behaviours that were favourable for organizational health and for their employees. The managers spent a high proportion of their time in touring, which could be beneficial to organizational health, and exercised active leadership through behaviours that contribute to both employee health and company effectiveness. Comparing our results to other studies, we can observe that patterns of managers' time use differ between small and large companies, confirming that the size of the firm is an important determinant of managerial work. Keywords Managers' time use. Managers' working hours. Leadership behaviour. Touring. Organizational health. Small businesses JEL classifications L26. L20. I15. M10 1 Introduction Research on managerial work has been criticized for not paying sufficient attention to the impact of managerial practices on those managed as well as on effective organizational performance (Hales 1986, 2001; Martinko and Gardner 1985; O'Gorman et al. 2005). There is a need for a more comprehensive understanding of what shapes managerial work, and the role of context and individual factors (Hales 1999, 2001). In this article, we discuss some implications of managerial work and behaviours for organizational Small Bus Econ

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Put your own “oxygen mask” on first: A behavioral typology of leaders' self‐care

Chiu,

Howard,

Lopes

et al. 2023

Human Resource Management

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Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well‐being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self‐care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self‐care actions leaders can take and (2) how external crises such as COVID‐19 constrain leaders' self‐care actions. To identify specific leaders' self‐care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID‐19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well‐being, improving emotional/spiritual/social well‐being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID‐19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well‐being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well‐being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self‐care and sustaining their leadership effectiveness.

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Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination

Cited by 155 publications

References 99 publications

Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders

Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders

Managers’ work and behaviour patterns in profitable growth SMEs

Put your own “oxygen mask” on first: A behavioral typology of leaders' self‐care

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