Management Development, Well‐Being and Health in the Twenty‐First Century

Whittington, J. Lee; Paulus, Paul B.; Quick, James Campbell

doi:10.1002/0470013400.ch22

Cited by 2 publications

(1 citation statement)

References 66 publications

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“…However, the methods applied have been criticized for their risk of triggering defences, which may inhibit learning and cause negative reactions (Conger, 1993). The personal growth approach has most often been applied in the development of higher level managers, and has been rarer in the training of line supervisors (Whittington et al, 2003) and in the public sector (McGurk, 2009). The traditional training in leaders' skills and abilities has expanded to newer approaches to develop leadership as a social process, understood as a complex interaction between individuals and their social and organizational environments (Day, 2000;Avolio et al, 2009).…”

Section: Background Of the Interventionmentioning

confidence: 99%

Effect of a leadership intervention on subordinate well-being

Elo

Ervasti

Kuosma

et al. 2014

Journal of Management Development

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Purpose – Leadership behaviours are shown to contribute to subordinate well-being. The purpose of this paper is to investigate the effect of a 7.5-day personal growth-orientated leadership intervention among line supervisors on subordinate well-being at work in a public sector construction organization. Design/methodology/approach – A quasi-experimental design was applied to investigate the effects on the subordinates’ perceptions of the psychosocial work environment, leadership, and well-being. The intervention group comprised the subordinates (n=49) of the leadership intervention units and the control group comprised the subordinates (n=96) of the non-participating units. Data were collected with pre- and post-measurement surveys and analysed with repeated measures ANCOVA. Findings – The intervention improved the flow of information after adjusting for the subordinates’ level of participation in the organizational stress management programme and background variables. The subordinates’ perception of leadership or of their own well-being did not improve compared to the control group. Research limitations/implications – More detailed and proximal outcome indicators are needed. Several measurements and a process evaluation of the implementation are recommended. Practical implications – Line supervisors need to be informed about the goals and methods of a personal growth intervention in order to encourage them to meet their strengths and limitations. The improvement of blue-collar subordinate well-being through leadership development might benefit from more practical training approaches. Originality/value – The personal growth approach to line supervisors’ development is rare. The effect of the development on subordinate well-being has not been investigated.

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