Appreciative leadership and employee well-being in everyday working life ** This study examines the relationship between appreciative behavior and employee well-being on a daily basis. The theoretical rationale of our approach is based in leadership concepts emphasizing the relational aspect of leadership, and, more generally, in a framework that emphasizes the central role of threats, or boosts, to self-esteem (i.e., the concept of "Stress-as-Offense-to-Self" [SOS]). Qualitative and quantitative data of 139 employees working in different occupations were assessed during five consecutive workdays. First, based on event-sampling of appreciative situations, the nature of appreciative situations from the perspective of the employees, as it manifests itself in daily episodes, was examined. Simple praise and gratitude were the most frequent types of appreciative behavior reported. Besides leaders, customers and coworkers were frequent sources of appreciation as well. Second, the intra-individual effects of daily experiences of appreciation on employee well-being at the end of work were analyzed. Multi-level random coefficient modeling showed that daily appreciation by all sources significantly predicted serenity (i.e., a low-arousal / high pleasure type of well-being) at the end of work. As serenity is likely to affect recovery, which, in turn, may affect health and performance, our findings show that for leaders, but not only for leaders, displaying elementary appreciative behavior is a simple but important tool for enhancing employee health and well-being.
Providing acceptable negative feedback is difficult because it may threaten the receiver's self-esteem. Studies have established that destructive feedback elicits stronger negative reactions than constructive feedback. However, these destructive conditions were quite strong, implying a clear threat to the self. Because of the importance of protecting one's self-concept, negative evaluations might be provoked by more subtle cues. Such cues should also be detected by observers.We developed three variants of subtly offending feedback in which mistakes appeared disproportionately serious. In an experimental pilot study, 132 student observers judged the fairness of feedback given to another student. The subtly offending conditions were evaluated as less fair than constructive feedback but as more fair than destructive feedback.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.