Academic research

<p>We have reviewed and summarised some of the strongest academic research around healthy leadership. All studies included have been published in peer-reviewed journals and are systematic reviews and meta-analyses of leadership behaviours and competencies which influence employees&#39; health and wellbeing outcomes.</p>
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Author: Arnold

Transformational Leadership and Employee Psychological Well-Being: A Review and Directions for Future Research (2017)

Transformational Leadership and Employee Psychological Well-Being: A Review and Directions for Future Research (2017)

This systematic literature review sought to answer two research questions: 1) Does transformational leadership predict employee well-being? 2) If so, how and when does this prediction occur? Forty empirical papers met the selection criteria and were included in this review. Generally, transformational leadership (which combines aspects of being a role model, inspirational, open to working in new ways and treating employees as individuals), is a positive predictor of positive measure of wellbeing, whilst negatively predicting negative measures of wellbeing. However, the authors also note that findings suggest this is not a simple linear relationship and identified several mediating variables demonstrating that transformational leadership may indirectly influence employee wellbeing. This review is limited to transformational leadership.  

Author: Harms, Credé, Tynan, Leon & Jeung

Leadership and stress: A meta-analytic review (2017)

Leadership and stress: A meta-analytic review (2017)

This meta-analysis study includes information from 157 independent samples, representing 49,635 employees across 25 different countries. The aim of the review is understand the relationship between three leadership models (transformational leadership, leader-member exchange and abusive supervision) and stress and burnout. The meta-analytic findings suggest that leaders’ stress influences leaders’ behaviours and those who are experiencing stress are less likely to show transformational leadership and more likely to display abusive supervisory behaviour. Additionally, both leadership behaviours and leader-follower relationships are significant predictors of stress and burnout out in employees. Authors also note the possibility of reverse causation, e.g. employees’ stress can also influence their perceptions of leaders. In light of these findings, the authors highlight that organisations needs to find ways in which to reduce leaders’ stress (to avoid negative leadership behaviours and interactions with employees) and reinforce positive leader behaviours in order to, in turn, reduce employees stress.

Author: Montano, Reeske, Franke & Hüffmeier

Leadership, followers' mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective (2017)

Leadership, followers' mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective (2017)

This paper includes a meta-analysis of 144 papers which considers the relationship between leadership (constructs such as transformational leadership, relations-orientated leadership, task-orientated leadership, destructive leadership and leader-member exchange), followers’ mental health and job performance. The authors consider six aspects of positive and negative followers’ mental health related outcomes; affective symptoms, burnout, stress, wellbeing, psychological functioning, and health complaints. The results of the meta-analysis suggests that some leadership constructs, specifically, transformational leadership, high quality relations-oriented and task-oriented leadership behaviour, as well as high quality leader-follower interactions were positively associated with mental health. Conversely, destructive leadership had a strong, negative association with mental health related outcomes. Additionally, there was some support for the indirect impact of leadership on employee performance, which was mediated by employee mental health (i.e. leadership affects employee mental health, which in turn affects employee performance).

Author: Gayed et al.

Effectiveness of training workplace managers to understand and support the mental health needs of employees: a systematic review and meta-analysis (2018)

Effectiveness of training workplace managers to understand and support the mental health needs of employees: a systematic review and meta-analysis (2018)

This meta-analysis aimed to investigate workplace interventions for managers, specifically focusing on employees’ (direct reports) mental health. The authors included 10 controlled trial studies within their analysis. The results found that managers’ mental health knowledge, attitudes (non-stigmatising) and self-reported behaviour (to support employees with mental health issues) were all improved following various interventions [LR1] (which included mental health awareness training, job stress reduction training, an HSE management standards programme and a programme for managers to promote positive workplace mental health). Currently, findings related to the impact of manager training on employees’ psychological distress levels are very limited due to small amount of available research which considers employees’ psychological outcomes. The results from this study highlight that managers can benefit from evidenced-based interventions which aim to improve their understanding, attitudes and behaviours towards employees who are experiencing mental health issues within their workforce.

 
Author: Kuoppala, Lamminpaa, Liira, & Vainio

Leadership, job well-being, and health effects: A systematic review and meta-analysis (2008)

Leadership, job well-being, and health effects: A systematic review and meta-analysis (2008)

This study includes a systematic review and meta-analysis of 27 studies which aimed to consider the association between leadership and wellbeing at work and work-related health outcomes. The findings showed that there was moderate evidence to support that leadership is associated with wellbeing, sick leave and disability pension. Additionally, there was weak evidence showing that leadership is associated with job satisfaction.

Author: Nayani, Nielsen, Daniels, Donaldson- Feilder & Lewis

Out of sight and out of mind? A literature review of occupational safety and health leadership and management of distributed workers (2017)

Out of sight and out of mind? A literature review of occupational safety and health leadership and management of distributed workers (2017)

A systematic literature review was conducted to investigate occupational safety and health (OSH) leadership and management of distributed workers. This study includes 23 papers and defines distributed workers as individuals who work remotely and autonomously for some of their work schedule. In the review, five papers addressed three leadership constructs; leader-member exchange, transformational leadership and considerate leadership, which can be applied to the OSH leadership context of distributed workers. The authors also identified three types of management resources used to ensure OSH of distributed workers; structural resources, organisational safety climate and line managers. There was a very limited number of studies which were included in the review, due to a lack of research within this area. A limitation noted by the authors was that the overall quality and sample sizes of these papers was low.

Author: Skakon, Nielsen, Borg & Guzman

Are leaders’ well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010)

Are leaders’ well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010)

This review aims to investigate the impact of leaders and leadership styles on employees’ stress and affective well-being. The majority of papers included in this review were cross-sectional, (43 of the 49 papers) and investigated the impact of leaders’ stress (4 papers), leaders’ behaviours (30 papers) and leadership styles (20 papers) on employees’ stress and affective well- being. The findings showed some support for leaders’ stress and affective wellbeing influencing employees’ stress and affective wellbeing. Positive leader behaviours (e.g. empowerment, consideration and support) are associated with a lower employee stress and high employee affective wellbeing. Specific leadership styles (transformational leadership) was also found to be strongly linked to positive employee outcomes. Although these findings show support for the relationship between leader stress, styles and support; and employee stress and wellbeing, given that the majority of studies were cross-sectional in nature, the authors cannot infer causal relationships.  

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Author: Arnold

Transformational Leadership and Employee Psychological Well-Being: A Review and Directions for Future Research (2017)

Transformational Leadership and Employee Psychological Well-Being: A Review and Directions for Future Research (2017)

This systematic literature review sought to answer two research questions: 1) Does transformational leadership predict employee well-being? 2) If so, how and when does this prediction occur? Forty empirical papers met the selection criteria and were included in this review. Generally, transformational leadership (which combines aspects of being a role model, inspirational, open to working in new ways and treating employees as individuals), is a positive predictor of positive measure of wellbeing, whilst negatively predicting negative measures of wellbeing. However, the authors also note that findings suggest this is not a simple linear relationship and identified several mediating variables demonstrating that transformational leadership may indirectly influence employee wellbeing. This review is limited to transformational leadership.  

Author: Arnold

Transformational Leadership and Employee Psychological Well-Being: A Review and Directions for Future Research (2017)

This systematic literature review sought to answer two research questions: 1) Does transformational leadership predict employee well-being? 2) If so, how and when does this prediction occur? Forty empirical papers met the selection criteria and were included in this review. Generally, transformational leadership (which combines aspects of being a role model, inspirational, open to working in new ways and treating employees as individuals), is a positive predictor of positive measure of wellbeing, whilst negatively predicting negative measures of wellbeing. However, the authors also note that findings suggest this is not a simple linear relationship and identified several mediating variables demonstrating that transformational leadership may indirectly influence employee wellbeing. This review is limited to transformational leadership.  

x
Author: Harms, Credé, Tynan, Leon & Jeung

Leadership and stress: A meta-analytic review (2017)

Leadership and stress: A meta-analytic review (2017)

This meta-analysis study includes information from 157 independent samples, representing 49,635 employees across 25 different countries. The aim of the review is understand the relationship between three leadership models (transformational leadership, leader-member exchange and abusive supervision) and stress and burnout. The meta-analytic findings suggest that leaders’ stress influences leaders’ behaviours and those who are experiencing stress are less likely to show transformational leadership and more likely to display abusive supervisory behaviour. Additionally, both leadership behaviours and leader-follower relationships are significant predictors of stress and burnout out in employees. Authors also note the possibility of reverse causation, e.g. employees’ stress can also influence their perceptions of leaders. In light of these findings, the authors highlight that organisations needs to find ways in which to reduce leaders’ stress (to avoid negative leadership behaviours and interactions with employees) and reinforce positive leader behaviours in order to, in turn, reduce employees stress.

Author: Harms, Credé, Tynan, Leon & Jeung

Leadership and stress: A meta-analytic review (2017)

This meta-analysis study includes information from 157 independent samples, representing 49,635 employees across 25 different countries. The aim of the review is understand the relationship between three leadership models (transformational leadership, leader-member exchange and abusive supervision) and stress and burnout. The meta-analytic findings suggest that leaders’ stress influences leaders’ behaviours and those who are experiencing stress are less likely to show transformational leadership and more likely to display abusive supervisory behaviour. Additionally, both leadership behaviours and leader-follower relationships are significant predictors of stress and burnout out in employees. Authors also note the possibility of reverse causation, e.g. employees’ stress can also influence their perceptions of leaders. In light of these findings, the authors highlight that organisations needs to find ways in which to reduce leaders’ stress (to avoid negative leadership behaviours and interactions with employees) and reinforce positive leader behaviours in order to, in turn, reduce employees stress.

x
Author: Montano, Reeske, Franke & Hüffmeier

Leadership, followers' mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective (2017)

Leadership, followers' mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective (2017)

This paper includes a meta-analysis of 144 papers which considers the relationship between leadership (constructs such as transformational leadership, relations-orientated leadership, task-orientated leadership, destructive leadership and leader-member exchange), followers’ mental health and job performance. The authors consider six aspects of positive and negative followers’ mental health related outcomes; affective symptoms, burnout, stress, wellbeing, psychological functioning, and health complaints. The results of the meta-analysis suggests that some leadership constructs, specifically, transformational leadership, high quality relations-oriented and task-oriented leadership behaviour, as well as high quality leader-follower interactions were positively associated with mental health. Conversely, destructive leadership had a strong, negative association with mental health related outcomes. Additionally, there was some support for the indirect impact of leadership on employee performance, which was mediated by employee mental health (i.e. leadership affects employee mental health, which in turn affects employee performance).

Author: Montano, Reeske, Franke & Hüffmeier

Leadership, followers' mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective (2017)

This paper includes a meta-analysis of 144 papers which considers the relationship between leadership (constructs such as transformational leadership, relations-orientated leadership, task-orientated leadership, destructive leadership and leader-member exchange), followers’ mental health and job performance. The authors consider six aspects of positive and negative followers’ mental health related outcomes; affective symptoms, burnout, stress, wellbeing, psychological functioning, and health complaints. The results of the meta-analysis suggests that some leadership constructs, specifically, transformational leadership, high quality relations-oriented and task-oriented leadership behaviour, as well as high quality leader-follower interactions were positively associated with mental health. Conversely, destructive leadership had a strong, negative association with mental health related outcomes. Additionally, there was some support for the indirect impact of leadership on employee performance, which was mediated by employee mental health (i.e. leadership affects employee mental health, which in turn affects employee performance).

x
Author: Gayed et al.

Effectiveness of training workplace managers to understand and support the mental health needs of employees: a systematic review and meta-analysis (2018)

Effectiveness of training workplace managers to understand and support the mental health needs of employees: a systematic review and meta-analysis (2018)

This meta-analysis aimed to investigate workplace interventions for managers, specifically focusing on employees’ (direct reports) mental health. The authors included 10 controlled trial studies within their analysis. The results found that managers’ mental health knowledge, attitudes (non-stigmatising) and self-reported behaviour (to support employees with mental health issues) were all improved following various interventions [LR1] (which included mental health awareness training, job stress reduction training, an HSE management standards programme and a programme for managers to promote positive workplace mental health). Currently, findings related to the impact of manager training on employees’ psychological distress levels are very limited due to small amount of available research which considers employees’ psychological outcomes. The results from this study highlight that managers can benefit from evidenced-based interventions which aim to improve their understanding, attitudes and behaviours towards employees who are experiencing mental health issues within their workforce.

 
Author: Gayed et al.

Effectiveness of training workplace managers to understand and support the mental health needs of employees: a systematic review and meta-analysis (2018)

This meta-analysis aimed to investigate workplace interventions for managers, specifically focusing on employees’ (direct reports) mental health. The authors included 10 controlled trial studies within their analysis. The results found that managers’ mental health knowledge, attitudes (non-stigmatising) and self-reported behaviour (to support employees with mental health issues) were all improved following various interventions [LR1] (which included mental health awareness training, job stress reduction training, an HSE management standards programme and a programme for managers to promote positive workplace mental health). Currently, findings related to the impact of manager training on employees’ psychological distress levels are very limited due to small amount of available research which considers employees’ psychological outcomes. The results from this study highlight that managers can benefit from evidenced-based interventions which aim to improve their understanding, attitudes and behaviours towards employees who are experiencing mental health issues within their workforce.

 

x
Author: Kuoppala, Lamminpaa, Liira, & Vainio

Leadership, job well-being, and health effects: A systematic review and meta-analysis (2008)

Leadership, job well-being, and health effects: A systematic review and meta-analysis (2008)

This study includes a systematic review and meta-analysis of 27 studies which aimed to consider the association between leadership and wellbeing at work and work-related health outcomes. The findings showed that there was moderate evidence to support that leadership is associated with wellbeing, sick leave and disability pension. Additionally, there was weak evidence showing that leadership is associated with job satisfaction.

Author: Kuoppala, Lamminpaa, Liira, & Vainio

Leadership, job well-being, and health effects: A systematic review and meta-analysis (2008)

This study includes a systematic review and meta-analysis of 27 studies which aimed to consider the association between leadership and wellbeing at work and work-related health outcomes. The findings showed that there was moderate evidence to support that leadership is associated with wellbeing, sick leave and disability pension. Additionally, there was weak evidence showing that leadership is associated with job satisfaction.

x
Author: Nayani, Nielsen, Daniels, Donaldson- Feilder & Lewis

Out of sight and out of mind? A literature review of occupational safety and health leadership and management of distributed workers (2017)

Out of sight and out of mind? A literature review of occupational safety and health leadership and management of distributed workers (2017)

A systematic literature review was conducted to investigate occupational safety and health (OSH) leadership and management of distributed workers. This study includes 23 papers and defines distributed workers as individuals who work remotely and autonomously for some of their work schedule. In the review, five papers addressed three leadership constructs; leader-member exchange, transformational leadership and considerate leadership, which can be applied to the OSH leadership context of distributed workers. The authors also identified three types of management resources used to ensure OSH of distributed workers; structural resources, organisational safety climate and line managers. There was a very limited number of studies which were included in the review, due to a lack of research within this area. A limitation noted by the authors was that the overall quality and sample sizes of these papers was low.

Author: Nayani, Nielsen, Daniels, Donaldson- Feilder & Lewis

Out of sight and out of mind? A literature review of occupational safety and health leadership and management of distributed workers (2017)

A systematic literature review was conducted to investigate occupational safety and health (OSH) leadership and management of distributed workers. This study includes 23 papers and defines distributed workers as individuals who work remotely and autonomously for some of their work schedule. In the review, five papers addressed three leadership constructs; leader-member exchange, transformational leadership and considerate leadership, which can be applied to the OSH leadership context of distributed workers. The authors also identified three types of management resources used to ensure OSH of distributed workers; structural resources, organisational safety climate and line managers. There was a very limited number of studies which were included in the review, due to a lack of research within this area. A limitation noted by the authors was that the overall quality and sample sizes of these papers was low.

x
Author: Skakon, Nielsen, Borg & Guzman

Are leaders’ well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010)

Are leaders’ well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010)

This review aims to investigate the impact of leaders and leadership styles on employees’ stress and affective well-being. The majority of papers included in this review were cross-sectional, (43 of the 49 papers) and investigated the impact of leaders’ stress (4 papers), leaders’ behaviours (30 papers) and leadership styles (20 papers) on employees’ stress and affective well- being. The findings showed some support for leaders’ stress and affective wellbeing influencing employees’ stress and affective wellbeing. Positive leader behaviours (e.g. empowerment, consideration and support) are associated with a lower employee stress and high employee affective wellbeing. Specific leadership styles (transformational leadership) was also found to be strongly linked to positive employee outcomes. Although these findings show support for the relationship between leader stress, styles and support; and employee stress and wellbeing, given that the majority of studies were cross-sectional in nature, the authors cannot infer causal relationships.  

Author: Skakon, Nielsen, Borg & Guzman

Are leaders’ well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010)

This review aims to investigate the impact of leaders and leadership styles on employees’ stress and affective well-being. The majority of papers included in this review were cross-sectional, (43 of the 49 papers) and investigated the impact of leaders’ stress (4 papers), leaders’ behaviours (30 papers) and leadership styles (20 papers) on employees’ stress and affective well- being. The findings showed some support for leaders’ stress and affective wellbeing influencing employees’ stress and affective wellbeing. Positive leader behaviours (e.g. empowerment, consideration and support) are associated with a lower employee stress and high employee affective wellbeing. Specific leadership styles (transformational leadership) was also found to be strongly linked to positive employee outcomes. Although these findings show support for the relationship between leader stress, styles and support; and employee stress and wellbeing, given that the majority of studies were cross-sectional in nature, the authors cannot infer causal relationships.  

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