The Show Must Go On

Klebe, Laura; Klug, Katharina; Felfe, Jörg

doi:10.1026/0932-4089/a000369

Cited by 23 publications

(8 citation statements)

References 58 publications

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“…Others have since then replicated the scale structure and incremental validity beyond transformational leadership [ 13 , 15 ], in addition to relationships with irritation, psychosomatic complaints, and overall health [ 16 , 35 , 36 , 37 , 38 ]. Self-care and staff care have also been linked to work engagement [ 15 , 17 ], exhaustion and burnout [ 12 , 13 , 15 , 17 , 39 ], physical health [ 13 , 14 ], different indicators of mental health [ 13 , 14 , 29 ], subjective well-being [ 13 ], and performance [ 35 ]. Empirical evidence also supports the notion that self-care and staff care function as resources.…”

Section: Introductionmentioning

confidence: 99%

Does Self-Care Make You a Better Leader? A Multisource Study Linking Leader Self-Care to Health-Oriented Leadership, Employee Self-Care, and Health

Klug

Felfe

Krick

2022

IJERPH

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Leadership plays an important role in employee well-being. In light of a growing research interest in leaders’ resources as determinants of healthy leadership, it is not yet clear how leaders’ behavior regarding their own health (self-care) may trickle down to employees. Drawing on Conservation of Resources Theory and the model of Health-Oriented Leadership, this study tests two mechanisms through which employees may benefit from self-caring leaders: (a) through staff care, that is, concern for their employees’ health (improved leadership hypothesis); and (b) through a direct relationship between leaders’ and employees’ self-care (role-modeling hypothesis). In turn, both staff care and employee self-care would relate positively to employee health. Multilevel path models based on a sample of N = 46 supervisors and 437 employees revealed that leader self-care was positively related to leader-rated staff care at Level 2, which was positively related to employee-rated staff care at Level 1. In turn, employee-rated staff care was positively related to employee health. The findings support the improved leadership hypothesis and underline the importance of leader self-care as a determinant of healthy leadership.

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Section: Introductionmentioning

confidence: 99%

Does Self-Care Make You a Better Leader? A Multisource Study Linking Leader Self-Care to Health-Oriented Leadership, Employee Self-Care, and Health

Klug

Felfe

Krick

2022

IJERPH

Self Cite

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“…Since there were effects due to the SARS-CoV-2 pandemic in June 2021, it is questionable to what extent HoL was influenced by this fact. As there is already evidence, that the effectiveness of HoL during crises increases [ 52 ] and by displaying staff-care, leaders can buffer negative effects of crises on followers [ 82 ], it would be interesting to record possible changes in the further course of or after the pandemic as longitudinal data, respectively.…”

Section: Discussionmentioning

confidence: 99%

Health-oriented leadership, gender-differences and job satisfaction: results from a representative population-based study in Germany

et al. 2023

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Background In recent years, the topic of health-oriented leadership (HoL) has often been investigated with health-related outcomes like general health, strain, depression, and anxiety symptoms. In contrast, research which considers the gender of leaders and employees in connection to HoL as well as studies on relationships between HoL and job satisfaction, are scarce. The aim of this paper is to explore the relationships between HoL and health status assessed by employees and leaders, to analyse the relationships between HoL and job satisfaction as a non-health-related outcome for employees and leaders and to examine differences in the assessment of HoL between men and women in a representative dataset of the working population in Germany. Methods Data were collected via an access panel as a cross-sectional survey. The quota sample included 643 German workers (managers and employees). We focused on staff-care as a core component of HoL. Statistical analyses were performed using Pearson correlations and regression analyses as well as t-tests and Mann-Whitney-U-Tests. Results The results showed no significant differences between male and female employees or leaders in assessing HoL. Regarding HoL we found relationships between self-rated health status or job satisfaction, both for the self-rated assessment of leaders and employees. Conclusions Our findings indicate relationships between HoL and well-being as well as job satisfaction at the workplace. For interventions of any kind, the lack of gender effects leaves a wide scope for the implementation of health-promoting measures. In particular, the findings on the relationship between HoL and job satisfaction through leaders’ self-assessment could be used for salutogenic approaches to strengthen resources in leadership trainings.

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“…During a health crisis like the COVID-19 pandemic, HRM practices such as training and feedback interventions should focus on leaders' health-related attitudes, values, and behaviors (Rudolph et al, 2019a;Wegge et al, 2014). Indeed, a recent study showed that higher levels of health-oriented leadership mitigated subordinate exhaustion particularly when the COVID-19 pandemic was experienced as crisis; however, results also demonstrated that the more the pandemic was experienced as a crisis, the lower employees' ratings of their supervisors' health-oriented leadership (Klebe et al, 2021).…”

Section: Employee Experiences and Behavior In Times Of Crisis 32mentioning

confidence: 99%

Researching Employee Experiences and Behavior in Times of Crisis: Theoretical and Methodological Considerations and Implications for Human Resource Management

Zacher¹,

Rudolph²

2021

Preprint

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Over the past two years, numerous empirical studies in the fields of human resource management, organizational behavior, and industrial, work, and organizational psychology have investigated employee experiences and behavior during the COVID-19 pandemic. The goal of this paper is to take a step back and to outline several theoretical and methodological considerations when researching employee experiences and behavior in times of crisis more generally. These insights may be useful when developing conceptual models, designing empirical studies, and managing people in the context of future crises. We first review theoretical approaches that could be applied to explain changes in employee experiences and behavior in times of crisis, including stress theories, theories of adjustment to work-related changes, career construction theory, event system theory, transition-adaptation theories, the crisis management and resilience framework, and the social identity model of identity change. Second, we outline methodological considerations and best practices regarding the research design of quantitative empirical studies, sampling, measurement, and analytic strategies. Throughout, we highlight empirical studies on employee experiences and behavior during the COVID-19 pandemic that have adopted these theoretical approaches and methodological best practices. We conclude with several suggestions for future theory development and empirical studies on employee experiences and behavior as well as human resource management in times of crisis.

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The Show Must Go On

Cited by 23 publications

References 58 publications

Does Self-Care Make You a Better Leader? A Multisource Study Linking Leader Self-Care to Health-Oriented Leadership, Employee Self-Care, and Health

Does Self-Care Make You a Better Leader? A Multisource Study Linking Leader Self-Care to Health-Oriented Leadership, Employee Self-Care, and Health

Health-oriented leadership, gender-differences and job satisfaction: results from a representative population-based study in Germany

Researching Employee Experiences and Behavior in Times of Crisis: Theoretical and Methodological Considerations and Implications for Human Resource Management

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