Abstract
This study addresses the question of how leaders can contribute to their own meaningful work and to the meaningful work of their employees. Based on 42 interviews with leaders, including 27 life story interviews, our article examines the extent to which leaders give meaning to leadership practices that are regarded by the existing literature as factors contributing to meaningful work. This article provides new insights into the concept of meaningful leadership that complements meaningful work theories. Our first contribution is identifying new components of meaning related to leadership activity: moral exemplarity, self-awareness, personal or professional support, community spirit, shared work commitment and positive attitude towards individuals and situations. Second, we also delineate the dynamics of meaningful leadership related to leaders’ past experiences and employees’ meaningful work. We contend that awareness of these components and dynamics can help leaders encourage employees’ meaningful work while making sense of their own leadership activity.
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