The impact of engaging leadership on performance, attitudes to work and wellbeing at work
- Resource Type
- Authors
- John Alban-Metcalfe; Beverly Alimo‐Metcalfe; Chiara Samele; Margaret Bradley; Jeevi Mariathasan
- Source
- Journal of Health Organization and Management. 22:586-598
- Subject
- Mental Health Services
Predictive validity
Longitudinal study
Performance management
Attitude of Health Personnel
media_common.quotation_subject
Organizational culture
Efficiency, Organizational
Organizational performance
Job Satisfaction
Surveys and Questionnaires
Humans
Quality (business)
Longitudinal Studies
Workplace
media_common
Health Policy
Organizational Culture
United Kingdom
Leadership
Work (electrical)
Regression Analysis
Business, Management and Accounting (miscellaneous)
Job satisfaction
Psychology
Social psychology
- Language
- ISSN
- 1477-7266
PurposeThe purpose of this paper is to examine the relationship between quality of leadership and attitudes to work and a sense of wellbeing at work, and organizational performance.Design/methodology/approachThis is a longitudinal empirical investigation, using quantitative methods.FindingsThe findings were fourfold: the leadership instrument used was demonstrated to have convergent, discriminant and predictive validity; differential relationships were found between three aspects of quality of leadership and attitudes to work and a sense of wellbeing at work; one leadership quality – “engaging with others” – was shown to be a significant predictor of organizational performance; leadership quality as assessed by competencies or “capabilities” did not predict performance.Originality/valueThe paper presents evidence of: the validity of a new leadership instrument; the differential relationship between leadership quality and staff attitudes to work and their sense of wellbeing at work; and a predictive relationship between leadership quality and organizational performance.