Article

Leadership, Psychological Well‐Being, and Organizational Outcomes

Ivan T. Robertson and Jill Flint‐Taylor

in The Oxford Handbook of Organizational Well Being

Published in print November 2008 | ISBN: 9780199211913
Published online September 2009 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199211913.003.0008

Series: Oxford Handbooks in Business and Management C

Leadership, Psychological Well‐Being, and Organizational Outcomes

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This article examines the research on the role of employee psychological well-being in organizational success, including a review of relevant leadership research and the impact that leaders have on the well-being of their workgroups. The concept and measurement of psychological well-being is explored and distinguished from related concepts such as job satisfaction, organizational commitment, and engagement. Traditionally, research on psychological well-being in organizations has focused on the negative consequences of pressure in creating stress and damaging psychological well-being. This article reviews research evidence linking psychological with organization-level outcomes. It also examines the potentially important role of leader personality. One of the clear implications of the research is the key role that management and leadership have in determining employee psychological well-being.

Keywords: psychological well-being; organizational success; leadership research; job satisfaction; organization-level outcomes

Article.  8700 words. 

Subjects: Business and Management ; Human Resource Management ; Organizational Theory and Behaviour

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