Impacting Well-Doing at Work: A Practice-Oriented Leader Framework

Abstract

Emerging evidence indicating the positive outcomes associated with well-doing behavior in workplace settings makes well-doing a valuable topic for leaders to understand, apply and impact. When engaging in well-doing behaviors managerial leaders help make value-added contributions which benefit others. After reviewing some relevant literature, a practice-oriented framework is presented to operationalize well-doing across four phases. The application value and implications of this framework in policy, practice, research and teaching are discussed. Some challenges connected to helping managerial leaders positively impact well-doing at work are offered. These challenges include finding practical ways to develop well-doing and communicate its importance to policy makers as well as developing additional measurement tools for practitioners to assess their impact when applying well-doing behaviors to benefit others across organizational levels.

Optimizing Performance, Well-Being and Well-Doing: A Leader Practice-Oriented Approach

“…Going forward, this can benefit practitioners, applied researchers and those who teach leadership to consider moving beyond focusing on performance alone and looking at leaders' well-being and well-doing from a triadic relationship perspective. Well-doing is a construct that I have operationalized and applied with leaders in their organizations; I have documented some of this work in the context of leader development and enhancing managerial leadership effectiveness (Kerns, 2022a;Kerns, 2023a). Well-doing as offered in the current work draws upon the applied literature on virtuous behavior (Fowers et al, 2020;Kerns, 2023a).…”