Leading Others to Well-Being: Transformational Leadership and Employee Well-Being

2013 ◽  
Author(s):  
Niro Sivanathan ◽  
Julian Barling ◽  
Catherine Loughlin ◽  
E. Kevin Kelloway
Keyword(s):  
Transformational Leadership ◽  
Well Being

Do Work Characteristics Mediate the Negative Effect of Transformational Leadership on Impaired Well-Being?

2017 ◽  
Vol 61 (4) ◽  
pp. 167-180 ◽  
Author(s):  
Sylvie Vincent-Höper ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Transformational Leadership ◽  
Focal Point ◽  
Leadership Behavior ◽  
Workplace Health Promotion ◽  
Well Being ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Related Factor ◽  
Work Characteristics ◽  
Role Clarity

Abstract: In recent years, transformational leadership as a health-related factor has become a focal point of interest in research and practice. However, the pathways and mechanisms underlying this association are not yet well understood. In order to gain knowledge on how or why transformational leadership and employee well-being are associated, we investigated the mediating effect of the work characteristics role clarity and predictability. The study was carried out on 618 employees working in the health-care sector in Germany. We tested the mediator effect using structural equation modeling. The results indicate that role clarity and predictability fully mediate the relation between transformational leadership and negative indicators of well-being. These results give credit to the notion that work characteristics play an important role in identifying health-relevant aspects of leadership behavior. Our findings advance the understanding of how to enhance employee well-being and have implications for the design of leadership-related interventions of workplace health promotion.

scholarly journals Implementation of Assistive Technologies and Robotics in Long-Term Care Facilities: A Three-Stage Assessment Based on Acceptance, Ethics, and Emotions

2021 ◽  
Vol 12 ◽  
Author(s):  
Annette Franke ◽  
Elmar Nass ◽  
Anna-Kathleen Piereth ◽  
Annabel Zettl ◽  
Christian Heidl
Keyword(s):  
Transformational Leadership ◽  
Long Term Care ◽  
Implementation Process ◽  
Well Being ◽  
Emotion Management ◽  
Assistive Technologies ◽  
Care Staff ◽  
Term Care ◽  
Care Facilities

Assistive technologies including assistive robots (AT/AR) appear to be a promising response to the increasing prevalence of older adults in need of care. An increasing number of long-term care facilities (LTCFs) try to implement AT/AR in order to create a stimulating environment for aging well and to reduce workload for professional care staff. The implementation of new technologies in an organization may lead to noticeable cultural changes in terms of social interactions and care practices associated with positive or negative emotions for the employees. This applies especially for LTCFs with high rates of vulnerable residents affected by increasing care needs and specific ethics in nursing and cultural rules within the setting. Thus, systematic consideration in leadership management of emotions and ethical aspects is essential for stakeholders involved in the implementation process. In this article, we explicitly focus on the emotions of the employees and leaders within LTCFs. We relate to direct consequences for the organizational well-being and culture, which is of course (indirectly) affecting patients and residents. While aspects of technology acceptance such as safety and usefulness are frequently discussed in academic literature, the topic of emotion-management and ethical questions during the organizational implementation process in LTCFs received little attention. Emotional culture entails affective values, ethical norms and perceptions of employees and further investigation is needed to address the importance of transformational leadership during implementation process. For this purpose, we developed a three-staged assessment tool for implementation of AT/AR in long-term care institutions. Acceptance (A), ethical acceptability (A) and emotional consequences (E) are considered as comprehensive assessment, in which emotional consequences comprise management aspects of transformational leadership (T), emotion-management (E) and organizational culture (O). Based on AAE and TEO, this paper presents an integrated framework illustrated with a illustrative example and aims to combine established approaches with ethical insights in order to unfold potentials of AT/AR in LTCSs.

Improving Follower Well-Being With Transformational Leadership

2015 ◽  
pp. 341-356 ◽  
Author(s):  
Heather M. Clarke ◽  
Kara A. Arnold ◽  
Catherine E. Connelly
Keyword(s):  
Transformational Leadership ◽  
Well Being

Social Dominance and Leadership

2017 ◽  
Author(s):  
Daniel Martin ◽  
Yotam Heineberg
Keyword(s):  
Transformational Leadership ◽  
Social Dominance ◽  
Business Students ◽  
Social Rank ◽  
Social Dominance Orientation ◽  
Belief System ◽  
Well Being ◽  
Leadership Capacity ◽  
Negative Behaviors ◽  
The Relationship

Leadership is usually a mandatory component of business education. Here we used the model of transformational leadership, and operationalized leadership consistently with the Values in Action Leadership scale. Social dominance orientation is a hierarchical belief-system that attributes social rank, ranging from high to low. Business students have been found to have higher levels of Social Dominance Orientation (SDO. Accordingly, 371 working business students were sampled to establish the relationship between SDO and transformational leadership capacity. The mediational impact of compassion was assessed. This study found high levels of competitive and hierarchical world conceptualization was significantly and sometimes strongly negatively linked to these constructs (Martin et al., 2014). We also discuss preliminary results of an interpersonal compassion-based intervention. The research suggests the opportunity to broaden psychological well-being of employees with impactful interventions, since negative behaviors within an institution can raise healthcare costs and lower job performance.

The Effect of Transformational Leadership and Well-Being on Performance of Soccer Players: An Inclusive Model

2021 ◽  
pp. 1-9
Author(s):  
Sinan Yildirim ◽  
Ziya Koruç
Keyword(s):  
Transformational Leadership ◽  
Negative Affect ◽  
Psychological Health ◽  
Structural Equation ◽  
Well Being ◽  
Sport Performance ◽  
Need Satisfaction ◽  
Soccer Players ◽  
Satisfaction With Life Scale ◽  
Equation Modeling

The current study focuses on the effect of transformational leadership on athletes’ performance in the mediation of psychological need satisfaction, burnout, competition anxiety, life satisfaction, and positive–negative affect. The sample consisted of 391 soccer players aged between 16 and 20 years. Six scales were used in this study: Multifactor Leadership Questionnaire, Needs Satisfaction Scale, Athlete Burnout Measure, Satisfaction with Life Scale, Positive and Negative Affect Scale, and Sport Competition Anxiety Test. The method of Vallerand was preferred to measure performance, and structural equation modeling was employed to analyze data. The model data fit was also verified. It was found that the transformational leadership behaviors of coaches signally influence athletes’ performance either directly or indirectly. From another perspective, increasing the psychological health or well-being of  athletes has important effects on sport performance.

Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship Between the Transformational Leadership Dimensions and Well-Being

2019 ◽  
Vol 27 (3) ◽  
pp. 256-270 ◽  
Author(s):  
Nia Plamenova Djourova ◽  
Isabel Rodríguez Molina ◽  
Nuria Tordera Santamatilde ◽  
Gebeyehu Abate
Keyword(s):  
Transformational Leadership ◽  
Social Services ◽  
Indirect Effects ◽  
Self Efficacy ◽  
Time Lag ◽  
Well Being ◽  
Negative Effect ◽  
Mediating Mechanisms ◽  
The Relationship ◽  
Leadership Dimensions

The objective of this article is to test the roles of self-efficacy and resilience as consecutive mediators in the relationship between the four dimensions of transformational leadership and well-being (operationalized as psychosomatic complaints and psychological distress). The sample consists of 225 social services employees in Spain. Data were gathered at two time points with a time-lag of 6 months. We used path analysis to test the hypothesized model and Monte Carlo confidence intervals to check the significance of the indirect effects. Our results showed that only two of the four transformational leadership dimensions have a direct impact on self-efficacy: inspirational motivation and individualized consideration, although contrary to our hypothesis, the latter had a negative effect on self-efficacy. As for the indirect effects, self-efficacy did not mediate between the leadership dimensions and well-being, whereas resilience mediated between self-efficacy and well-being. Self-efficacy and resilience consecutively mediated between the leadership dimensions and well-being. Our findings contribute to understanding the underlying mechanisms connecting different dimensions of transformational leadership and well-being, and they highlight the importance of developing employees’ personal resources.

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