Leadership behavior and employee well-being: An integrated review and a future research agenda
Inceoglu, I; Thomas, G; Chu, C; et al.Plans, D; Gerbasi, A
Date: 27 February 2018
Article
Journal
Leadership Quarterly
Publisher
Elsevier for International Leadership Association
Publisher DOI
Abstract
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, ...
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.
Management
Faculty of Environment, Science and Economy
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