Leadership behavior and employee well-being: An integrated review and a future research agenda
Elsevier for International Leadership Association
© 2017 Published by Elsevier Inc.
Reason for embargo
Under embargo until 27 August 2019 in compliance with publisher policy.
Leadership behavior has a significant impact on employee behavior, performance and well-being. Extant theory and research on leadership behavior, however, has predominantly focused on employee performance, treating employee well-being (typically measured as job satisfaction) as a secondary outcome variable related to performance, rather than as an important outcome in and of itself. This qualitative state of the science review examines the process by which leadership behavior (i.e., change, relational, task, passive) affects employee well-being. We identify five mediator groupings (social-cognitive, motivational, affective, relational, identification), extend the criterion space for conceptualizing employee well-being (i.e., psychological: hedonic, eudaimonic, negative; and physical), examine the limited evidence for differential processes that underlie the leader behavior-employee well-being relationship and discuss theoretical and methodological problems inherent to the literature. We conclude by proposing a theoretical framework to guide a future research agenda on how, why and when leadership behavior impacts employee well-being.
This research was supported by an Impact Acceleration Award from the Engineering and Physical Sciences Research Council (EPSRC) in the UK.
This is the author accepted manuscript. The final version is available from Elsevier via the DOI in this record.
Vol. 29 (1), pp. 179-202.