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

While the link between leadership and follower well-being is well established, less is known about the relation between leaders' leadership behaviour and their own well-being. Particularly, a systematic integration of existing studies is missing. Based on an integrated framework summarising maj...

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Vydáno v:Work and stress Ročník 34; číslo 1; s. 34 - 56
Hlavní autoři: Kaluza, Antonia J., Boer, Diana, Buengeler, Claudia, van Dick, Rolf
Médium: Journal Article
Jazyk:angličtina
Vydáno: Abingdon Routledge 02.01.2020
Taylor & Francis Ltd
Témata:
Behavior
Behavior change
Behavior modification
constructive leadership
destructive leadership
Development programs
health
Health promotion
Integration
leader well-being
Leadership
Leadership behaviour
Meta-analysis
Organizational aspects
Professional development
Supervisor-Subordinate interactions
Teams
Transformational leadership
Well being
ISSN:0267-8373, 1464-5335
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Shrnutí:While the link between leadership and follower well-being is well established, less is known about the relation between leaders' leadership behaviour and their own well-being. Particularly, a systematic integration of existing studies is missing. Based on an integrated framework summarising major theories on the leader well-being-leadership link, we quantitatively synthesised findings on the relations between different leadership behaviours and leader well-being indicators. The meta-analytical results (95 effect sizes; N = 12,617) confirmed significant relationships of constructive and destructive leadership with leader well-being in the expected directions. Relative weight analyses on the constructive leadership behaviours showed that change-oriented and relational-oriented leadership (e.g. transformational, participative) accounted for more variance in leader well-being than task-oriented leadership (e.g. transactional). Regarding destructive leadership, active destructive leadership (e.g. abusive supervision) showed stronger negative associations with leader well-being than passive leadership (e.g. laissez-faire). Based on our integrated framework, we proposed and found support for divergent patterns of associations for different forms of well-being (positive vs. negative, short-term vs. long-term, job-related vs. general). Our study demonstrates a considerable linkage between leader well-being and leadership, supporting the adoption of leadership development programmes and organisational health interventions for leaders given their impact on employees, teams and organisations.
Bibliografie:ObjectType-Article-1
SourceType-Scholarly Journals-1
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ISSN:0267-8373
1464-5335
DOI:10.1080/02678373.2019.1617369