Intermediate Manager Behaviors Leading to Employee Job Performance and Well-being: A Conceptual Framework

Abstract

Abstract Over the past century, the subject of key management behaviors leading to employee job performance and well-being has generated great interest in the scientific and professional community. In the literature, we observe that those decisive managerial behaviors have been the focus of many studies in three major sub-fields: operational management, leadership, and managerial coaching. Although, research in each field have contributed to our understanding of the efficacy of such management behaviors, a comprehensive picture is yet to develop, as they have evolved independently from one another. The purpose of this study is thus to reconciliate these three distinct bodies of literature and to synthesize the main theories underlying, creating an innovative framework to further our understanding of key management behaviors.