Leadership Well-being Research Articles

Leader self-care: Using visual arts sessions to enhance leader well-being and teamwork.

Leader self-care: Using visual arts sessions to enhance leader well-being and teamwork.

Workplace factors related to health care leader well-being in rural settings.

To examine which workplace factors contribute to health care leader well-being in rural settings. Working with two rurally focused organizations, we administered a Rural Leader Burnout survey to executive leaders. The survey contained 25 questions; 24 were closed-item multiple choice and 1 open-ended question. The survey was based on the Mini Z 10 item burnout survey with 5 additional items for leaders. Logistic regression and qualitative content analysis determined factors associated with job satisfaction, burnout, and intent to leave (ITL). There were 288 respondents (response rate 22%). Of 272 with complete data, 61.4% were women and 51.8% had worked > 10 years. About 81% reported job satisfaction, 40.2% were burned out, and 49.8% intended to leave their administrative roles within 2 years. Factors statistically associated with satisfaction were work control (OR = 3.0), values alignment with leadership (OR = 2.1), and trust in organization (OR = 2.0). Work control (OR = 0.3), trust in organization (OR = 0.4), and stress (OR = 4.1) were associated with burnout. Trust in organization (OR = 0.5), feeling valued (OR = 0.6), and stress (OR = 1.8) associated with ITL. Qualitative data revealed three themes relevant to rural leaders: (1) industry challenges, (2) daily operational issues, and (3) difficult relationships. These exploratory analyses demonstrate practical ways to improve work conditions to mitigate burnout and turnover in rural leaders. Promoting thriving in leaders would be an important step in maintaining the rural health care workforce.

School Leader Well-Being: Perceptions of Canada’s Outstanding Principals

School Leader Well-Being: Perceptions of Canada’s Outstanding Principals

Authentic leadership – for better and for worse? Leader well-being and inconsistency as moderating factors in the relation between daily authentic leadership and follower well-being

ABSTRACT Despite comprehensive insights on favourable outcomes of authentic leadership for followers, there is a limited understanding about boundary conditions of authentic leadership. Leaders’ decreased well-being (i.e. high trait emotional irritation and low trait work engagement) or inconsistency in authentic leadership may attenuate the relation between authentic leadership and follower well-being (i.e. emotional irritation and work engagement). We tested these assumptions using a daily diary study design over five consecutive working days with a sample of 64 leaders and 162 followers. We found partial support for the cross-level moderation of authentic leadership inconsistency across these five days, as daily authentic leadership was related to daily work engagement (but not emotional irritation) of followers, when authentic leadership inconsistency was low. Contrary to our predictions, neither high leader trait emotional irritation nor low leader trait work engagement attenuated the relation between daily authentic leadership and daily follower well-being. The results point out to the importance of consistency in authentic leadership behaviour. However, leaders do not need to be overly concerned about negative consequences for followers when they lead authentically while having a reduced trait well-being.

Navigating Challenges: The Impact of Community Resiliency Model Training on Nurse Leaders

In response to heightened burnout and moral distress among nurse leaders post-COVID-19 pandemic, the Workforce Engagement for Compassionate Advocacy, Resilience, and Empowerment (WE CARE) program was initiated at our medical center. One aspect of the program was the implementation of Community Resiliency Model® (CRM) training. This paper explores the impact of a three-hour CRM® session on nurse leaders' resilience, burnout, and moral distress. Results indicate positive changes in resilience, burnout, and moral distress. These findings suggest that CRM® training is an effective intervention for enhancing nurse leader well-being and suggests broader implications for organizational well-being initiatives in healthcare settings.

Unveiling the interplay between leadership behavior and leader well-being: a person-centered approach

PurposeDrawing on COR theory and based on a person-centered approach, this study aims to explore profiles of both leadership behavior (transformational leadership, abusive supervision) and well-being indicators (cognitive irritation, emotional exhaustion). Additionally, we consider whether certain resource-draining (work intensification) and resource-creating factors (leader autonomy, psychological contract fulfillment) from the leaders' work context are related to profile membership.Design/methodology/approachThe profiles are built using LPA on data from 153 leaders and their 1,077 followers. The relationship between profile membership and correlates from the leaders' work context is examined using multinomial logistic regression analyses.FindingsLPA results in an interpretable four-profile solution with the profiles named (1) Good health – constructive leading, (2) Average health – inconsistent leading, (3) Impaired health – constructive leading and (4) Impaired health – destructive leading. The two groups with the highest sample share – Profiles 1 and 3 – both show highly constructive leadership behavior but differ significantly in their well-being indicators. The regression analyses show that work intensification and psychological contract fulfillment are significantly related to profile membership.Originality/valueThe person-centered approach provides a more nuanced view of the leadership behavior – leader well-being relationship, which can address inconsistencies in previous research. In terms of practical relevance, the person-centered approach allows for the identification of risk groups among leaders for whom organizations can provide additional resources and health-promoting interventions.

What Does Leadership Do to the Leader? Using a Pattern-Oriented Approach to Investigate the Association between Daily Leadership Profiles and Daily Leader Well-Being

Leader behavior can vary daily, and leaders face multiple demands and problems in one day. Therefore, studying how leader behaviors interplay on the day-level (i.e., daily leadership profiles) is essential. Building on conservation of resources theory as a meta-theory, we investigated which daily leadership profiles exist and whether profile membership changes across one week. Additionally, we examined whether the leadership profiles are differentially related to leaders' daily well-being (i.e., emotional exhaustion, positive and negative affect), mediated by their daily experienced thriving and time pressure. In a diary study over five workdays (N = 289 leaders), we found three qualitatively different daily leadership profiles: one dominated by passive behaviors (passive), one dominated by transformational and contingent reward behaviors (transformational-rewarding), and one with elevated transformational and all transactional behaviors (comprehensive). The transformational-rewarding and the comprehensive profile showed greater stability across the week than the passive profile. Days in the transformational-rewarding profile were most beneficial for leaders' well-being. In contrast, days in the comprehensive profile seemed to be a double-edged sword for leaders, as indicated by higher experienced thriving and positive affect and simultaneously enhanced experienced time pressure, emotional exhaustion, and negative affect. Taken together, we illuminate the interplay of leadership behaviors on the day-level and the differential associations with leaders' well-being.

Testing a Holistic Framework of Early Care and Education and K–12 Leaders’ Working Conditions and Well-Being

The importance of leadership for key educational outcomes is well documented, yet leaders’ working conditions and well-being have received considerably less attention, particularly in the early care and education (ECE) sector. Job-Demands-Resources (JD-R) theory was used to develop a holistic conceptualization of leader well-being for the purpose of examining the associations among various job demands, resources, and well-being (i.e., physical, psychological, and professional well-being) for leaders of birth to 12th grade (B–12). We tested our conceptual model via structural equation modeling (SEM) with over 2,000 ECE and K–12 building leaders across the United States. We found substantially stronger effects between job demands and well-being relative to job resources and well-being, though resources were found to be directly associated with professional well-being. Further, our tested model was similar for both ECE and K–12 leaders. Overall findings suggest that a reduction in demands—not just increased resources—is needed to ensure improved leader well-being.

Coaching leaders toward favorable trajectories of burnout and engagement.

Existing literature on executive coaching has shown beneficial outcomes for leaders. Indeed, executive coaching can positively affect an individual's psychological well-being and quality of work life. However, while burnout among leaders is on the rise, to our knowledge no prior study has investigated the influence of executive coaching on the dimensions of burnout and engagement concurrently. Therefore, the aim of the current study is to examine if an executive coaching intervention has positive effects on managerial burnout and engagement. We implemented a ten-week coaching intervention for leaders, where questionnaire data were collected at two time points. Participants (N = 92; Mage = 42; 64% male) were randomly assigned to an intervention or a wait-list control group. Self-reported levels of engagement and burnout were collected at the start of the study protocol (T1) and at the end (T2). Coaching sessions for the intervention group were one hour once per week. The control group did not receive coaching. Repeated measures ANOVAs examined the extent to which the intervention influences the leader's engagement and burnout. Analyses revealed that all three dimensions of burnout significantly decreased for the intervention group over time while vigor increased. Findings did not reveal an increase in dedication and absorption. Consistent with prior literature, this study supports that executive coaching can improve a leader's well-being. Specifically, this study shows that an executive coaching intervention can decrease burnout symptoms and increase vigor in leaders. Adding a follow-up survey to the design would allow for further exploration of the intervention on engagement.

Exploring the Dynamic Relationship of Transformational Leadership Behavior and Leader Well-Being: A Three-Wave Cross-Lagged Panel Study

Leadership behavior is associated with leader well-being. Yet, existing research, with the majority representing cross-sectional studies, limits our understanding of the association over time, potential mediating mechanisms, and potential reciprocal relations. Based on Conservation of Resources (COR) theory, we test between- and within-person relationships between transformational leadership and leader vigor as well as emotional exhaustion over time. In addition, we include leaders’ occupational self-efficacy, information exchange with followers, and meaning of work as mediators. 132 leaders participated in a fully cross-lagged study across three consecutive weeks. We analyzed the data with a random intercept cross-lagged panel model (RI-CLPM) that allows separating the within- and between-person variance in our variables. At the between-person level, transformational leadership was positively related to vigor, occupational self-efficacy, information exchange, and meaning of work. At the within-person level, there were no lagged associations of transformational leadership and well-being, but a positive lagged effect of vigor in one week on information exchange and meaning of work in the next week. Within one week, transformational leadership was related to occupational self-efficacy, meaning of work, and vigor (positive, respectively) and to emotional exhaustion (negative) within persons. In line with COR theory, we discuss transformational leadership as a resource for leaders associated with greater well-being for leaders. Our study contributes to the literature on dynamic leadership behavior and the mechanisms between leadership and leader well-being

The effects of leadership levels and gender on leader well-being.

Previous research examining differences in levels of well-being between leaders and nonleaders has yielded mixed results. To explain the inconsistencies, we compare levels of well-being among nonleaders, mid-level leaders, and high-level leaders. Drawing from the job demands-resources model (Bakker & Demerouti, 2007, 2017) and the expanded version proposed by Crawford et al. (2010), we anticipate mid-level leaders will have lower levels of well-being compared to senior leaders and nonleaders, and females will be more vulnerable than males in mid-level leadership. In Study 1, we use multilevel models and propensity score matching (N = 24,067) and find mid-level leaders have worse general health conditions compared to nonleaders and high-level leaders, and that this effect is more pronounced among females. In Study 2, we collect experience sampling data from workers (N = 86; 1,634 observations) who completed a short survey four times daily for five consecutive working days. Mid-level leaders report more end-of-day negative emotions than high-level leaders and nonleaders, mediated by higher job demands and lower levels of job control to combat the negative effects of job demands; an effect that is particularly pronounced among female respondents. In Study 3, we use a two-wave time-lagged survey study (N = 330) and find middle managers have more challenge and hindrance job demands than nonleaders, and insufficient job control to offset the negative effects of job demands. Female middle managers report the most physical health symptoms and enjoy less eudaemonic well-being than their male counterparts. We conclude that leadership levels and gender have important and overlooked impacts on well-being. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

How's the boss? Integration of the health-oriented leadership concept into the job demands-resources theory

PurposeHealth-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.Design/methodology/approachOver five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.FindingsThe data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.Practical implicationsThe study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.Originality/valueThese findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.

The Effects of Leadership Levels and Gender on Leader Well-being (WITHDRAWN)

The Effects of Leadership Levels and Gender on Leader Well-being (WITHDRAWN)

Understanding Stakeholders' Perspectives to Increase COVID-19 Vaccine and Booster Uptake Among Black Individuals With Rheumatic Conditions.

Disparities in COVID-19 vaccine and booster uptake persist. This study aimed to obtain perspectives from community and physician stakeholders on COVID-19 vaccine and booster hesitancy and strategies to promote vaccine uptake among Black individuals with rheumatic and musculoskeletal conditions. We invited community leaders and physicians in greater Boston and Chicago to participate in semi-structured interviews using a moderator guide developed a priori. Participants were queried about how to best address vaccine hesitancy, strategies to target high-risk populations, and factors to identify future community leaders. Interviews were audio recorded, transcribed verbatim, and analyzed thematically using Dedoose. A total of 8 physicians and 12 community leaders participated in this study between November 2021 and October 2022. Qualitative analyses revealed misinformation/mixed messaging and mistrust, with subthemes including conspiracy theories, concerns regarding vaccine development and function, racism and historical injustices, and general mistrust of health care systems as the top cited reasons for COVID-19 vaccine hesitancy. Participants also shared demographic-specific differences, such as race, ethnicity, age, and gender that influenced the identified themes, with emphasis on COVID-19 vaccine access and apathy. Strategies for community-based vaccine-related information dissemination included personal storytelling with an iterative and empathetic approach, while recognizing the importance of protecting community leader well-being. To increase vaccine uptake among Black individuals with rheumatic conditions, strategies should acknowledge and respond to racial/ethnic and socioeconomic injustices that engender vaccine hesitancy. Messaging should be compassionate, individually tailored, and recognize heterogeneity in experiences and opinions. Results from these analyses will inform a planned community-based intervention in Boston and Chicago.

The benefits of prosocial power motivation in leadership: Action orientation fosters a win-win.

Power motivation is considered a key component of successful leadership. Based on its dualistic nature, the need for power (nPower) can be expressed in a dominant or a prosocial manner. Whereas dominant motivation is associated with antisocial behaviors, prosocial motivation is characterized by more benevolent actions (e.g., helping, guiding). Prosocial enactment of the power motive has been linked to a wide range of beneficial outcomes, yet less has been investigated what determines a prosocial enactment of the power motive. According to Personality Systems Interactions (PSI) theory, action orientation (i.e., the ability to self-regulate affect) promotes prosocial enactment of the implicit power motive and initial findings within student samples verify this assumption. In the present study, we verified the role of action orientation as an antecedent for prosocial power enactment in a leadership sample (N = 383). Additionally, we found that leaders personally benefited from a prosocial enactment strategy. Results show that action orientation through prosocial power motivation leads to reduced power-related anxiety and, in turn, to greater leader well-being. The integration of motivation and self-regulation research reveals why leaders enact their power motive in a certain way and helps to understand how to establish a win-win situation for both followers and leaders.

Acceptability of a Mindfulness-Based Professional Development Program to Support Educational Leader Well-Being

Acceptability of a Mindfulness-Based Professional Development Program to Support Educational Leader Well-Being

Factors affecting educational leader wellbeing: Sources of stress and self-care

Purpose: The purpose of this mixed-methods research is to understand leader stressors, the impacts of stress, self-care strategies used to mitigate stress, and gender-related differences. Research Methods: School and district leaders in a suburban school district in the northeastern United States ( n = 33) completed a mixed-methods survey. Quantitative and qualitative data were analyzed separately. Data were compared and integrated, then interpreted to understand educational leaders’ experiences. Findings: Leaders reported high levels of role-related stress from external pressures, responsibilities related to managing others, interactions with families, and job-related concerns. Impacts of this stress were multifaceted and found to spill over to home. Female leaders were more likely to report stress from concern for the well-being of others and from interactions with teachers and staff. To mitigate effects of stress, leaders engaged in cognitive, emotional, occupational, spiritual, and physical self-care. Female leaders were more likely to report occupational self-care and social support seeking. Implications for Research and Practice: This research suggests that districts should invest in providing mentorship, professional learning communities, and professional development focused on well-being to support educational leaders. More research is needed on individual and school-level characteristics that may influence leader experiences of stress and engagement in self-care.

Exploration of System Chief Nurse Executive's Leadership Practices to Support, Mentor, Develop, and Retain Nurse Leaders.

In 2019, the National Academy of Science identified clinician burnout as a growing public health concern. The COVID-19 pandemic has only compounded this crisis and transformed it into an escalating fracture within the US health care system. Concurrently evolving with this emergency is a rise in the number of nurses who intend to leave the profession. Frontline nurse leaders are the lynchpin in ensuring health care systems function. These leaders have accountability over patient care and clinician well-being. Focused efforts must address clinician burnout. However, without addressing the well-being of frontline nurse leaders, the fault line in our health care system becomes a vast chasm. Recently, published literature began to emerge describing and addressing frontline clinician burnout. Unfortunately, only a few, if any, address issues related to leaders. The aim of this qualitative case study research was to explore and discover general themes in system chief nurse executive leadership practices that support, mentor, develop, and retain nurse leaders as a basis for future research. Three major themes were identified for future study and exploration: enhancing leadership development programs; improving leader work environments; and focusing on leader well-being and support. Further research is needed to evaluate the effectiveness of these themes.

Must It Be Lonely at the Top? Developing Leader Well-Being in Organizations

The Problem Human resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in organizations is fragmented and comparatively understudied. The Solution We conducted an integrative literature review of empirical research on factors that influence leader well-being to synthesize research across various disciplines and generate novel insights that could benefit HRD scholars and practitioners. The findings of this review revealed factors that influence leader well-being at five levels: intra-individual, individual, dyadic/group, organizational, and environmental. We mapped these factors onto a model with mediating mechanisms (i.e., constructive or destructive leader behaviors) and outcomes of leader well-being. Outcomes included short- and long-term psychological, physical, and social outcomes in the domains of work and life in general. The Stakeholders This article contains implications for leaders in organizations as well as HR and HRD professionals interested in cultivating leader well-being.

Starting Now: Implementing the Healthy Work Environment Standards Is More Important Than Ever

Starting Now: Implementing the Healthy Work Environment Standards Is More Important Than Ever