Diagnose gesundheitsförderlicher Führung – Das Instrument „Health-oriented Leadership“

Franke, Franziska; Felfe, Jörg

doi:10.1007/978-3-642-21655-8_1

Cited by 91 publications

(79 citation statements)

References 11 publications

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“…As there is only sparse empirical research on leadership behaviors that promote employees' thriving, we examined the relationship between employees' perceptions of their leader in terms of their leadership style and their own thriving, and its consequences for task mastery and proactivity. Specifically, we focus on transformational leadership, which includes both supportive and challenging aspects (e.g., Franke & Felfe, 2011;Schaufeli, 2015), and might therefore be especially suitable for individuals' thriving.…”

Section: Thriving When Exhausted: the Role Of Perceived Transformatiomentioning

confidence: 99%

“…There is considerable evidence that transformational leadership relates positively to employees' affective states and well-being (Bono & Illies, 2006;Montano, Reeske, Franke, & Hüffmeier, 2016), and employees' learning-related goals and outcomes (e.g., Hamstra, Van Yperen, Wisse, & Sassenberg, 2014). However, a few studies also suggest that transformational leadership drains employees' energy, as it relates positively to strain (Franke & Felfe, 2011;Zineldin & Hytter, 2012). Thus, it seems that transformational leadership has motivating and demanding aspects, and a few studies have identified moderators in the relationship between transformational leadership and strain (e.g., attitudes, Franke & Felfe, 2011;Holstad, Korek, Rigotti, & Mohr, 2014).…”

Section: Thriving When Exhausted: the Role Of Perceived Transformatiomentioning

confidence: 99%

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Thriving when exhausted: The role of perceived transformational leadership

Niessen

Mäder

Stride

et al. 2017

Journal of Vocational Behavior

117

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The role of leadership is especially important for employees' personal growth at work. In the present two-wave study (time lag 3 months), we investigated the relationship between teachers' perceptions of the transformational leadership style of their school principal and their thriving. Specifically, we examined the role of individuals' energy resources (i.e., emotional exhaustion) in the relationships between perceived transformational leadership and thriving, as well as two aspects of work performance (task mastery and proactivity). Findings from 200 teachers revealed no direct relationship between perceived transformational leadership and teachers' thriving. However, as expected, teachers' emotional exhaustion moderated the relationship between perceived transformational leadership and thriving; teachers' perceptions of the transformational leadership style was associated with a decrease in thriving when they reported moderate levels of emotional exhaustion. When teachers were very low in emotional exhaustion, perceived transformational leadership was associated with an increase in thriving. Moderated mediation analyses revealed significant indirect effects for proactivity for lower and higher levels of emotional exhaustion. We discuss the implications of the findings for theories of personal growth.

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Section: Thriving When Exhausted: the Role Of Perceived Transformatiomentioning

confidence: 99%

Section: Thriving When Exhausted: the Role Of Perceived Transformatiomentioning

confidence: 99%

Thriving when exhausted: The role of perceived transformational leadership

Niessen

Mäder

Stride

et al. 2017

Journal of Vocational Behavior

117

View full text Add to dashboard Cite

show abstract

“…Das geringste Verbesserungspotenzial sahen die Innoscouts im Bereich Vollständigkeit der Arbeitstätigkeiten (MW = 4,5). Am kritischsten schätzten sie die ergonomische Gestaltung der Arbeitsplätze (MW = 2,9) ein.…”

Section: Wie Gesund Und Innovationsfähig Sind Die Unternehmen?unclassified

Innovationen gesund gestalten

Ducki¹,

Brandt²,

Kunze³

et al. 2016

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“…Ihre eigene Gesundheit spielt jedoch in der Forschung wie auch in der betrieblichen Gesundheitsförderung eine untergeordnete Rolle [4]. Dies ist insofern überraschend, als Führungskräfte nicht nur wichtige Leistungsträger sind und eine Vorbildfunktion für ihre Mitarbeiter einnehmen [5], sondern aufgrund ihrer Arbeitsanforderungen vermutlich eine Risikogruppe darstellen. Untersuchungen berichten hohe Belastungen u. a. durch lange Arbeitszeiten, hohe Arbeitsintensität, hohen Verantwortungsdruck und häufige Rollenkonflikte (vgl.…”

Section: Introductionunclassified