Positive Leadership and Employee Well-Being

Abstract

We report two studies examining the relationship between positive leadership behaviors and employee well-being. In the first, data from 454 nursing home employees showed that (a) a newly developed measure of positive leadership was distinct from transformational leadership and (b) positive leadership behaviors predicted context-specific and context-free well-being after controlling for transformational and abusive leadership. In the second study, data from a daily diary study (N = 26) showed that (a) positive leadership predicted positive, but not negative, employee affect and (b) positive leadership interacted with transformational leadership to predict employees positive affect.

Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

“…This finding is in line with the JD-R model's motivational path; resources are linked to work engagement (Schaufeli & Bakker, 2004). Moreover, the congruence of transformational leadership and vigour is also compatible with the results of several studies that have found relations between positive, but not negative, emotions and ratings of transformational (Brown & Keeping, 2005;Kelloway, Weigand, McKee, & Das, 2013) or charismatic leadership (Johnson, 2009). …”

Industrial Leadership that Inspires Managerial Communication as an Emerging Pedagogical Focus in Engineering

“…hope, optimism, resilience and self-esteem have been found to promote follower positivity and performance [37]. Kelloway et al [38] take it as far as to claim that the prime purpose of organizational leaders is to spread positivity to their followers, due to the number of desired impacts that positive emotions induce in terms of creativity, efficiency, scope of attention, physical skills and health, optimism, resilience, commitment and coping at work. Overall, leader positivity seems indicative of subordinate perceptions of leader effectiveness, suggesting that leaders' socio-emotive skills bear an impact beyond subjective experiences.…”

“…At the core of the convulsion, the concept of work is undergoing a change affecting not only organizational and team outcomes but also the context of individuals' psychological processes [1]. This strengthens the business case for understanding and building the psychological capital in the workplace and for identifying measures preventing psychosocial risks [2]. When these risks materialize, they incur monetary costs through absenteeism, presenteeism, decreased productivity, increased employee turnover, deteriorated organizational citizenship behavior, and change resistance [3].…”

“…Representatives of the positivity school have found support for the role of positive emotions as factors yielding positive impacts on individuals' thoughts, actions and physiology, ultimately incrementing their psychological, physical, social and intellectual resources [8], [9]. As the most salient and immediate source of emotional contagion, leadership is increasingly viewed as predictive of employee attitudes, performance, well-being and motivation [10], [11], with follower motivation for higher job performance having been described as the prime function of leadership. As mediators, organizations and management studies have proposed e.g.…”

A Phenomenological Analysis of Managerial Capability in SMEs in Nigeria

“…Behavioural model conceptualises managerial coaching based on actions displayed by managers which are further categorised as empowering and facilitating behaviours. Such behaviours include open communication, provision and request for feedback from employees, informing, continuous assessment, empowerment, offering opportunities for development and delegation (Kelloway et al, 2012). The skills model describes the way the coaching manager displays skills being able to support a coaching mentality like valuing people, accepting ambiguity within the workplace and appreciation/encouraging of team work (Rayman, 2004).…”