Health-Oriented Leadership and Mental Health From Supervisor and Employee Perspectives: A Multilevel and Multisource Approach

Violence Prevention Climate and Health-Oriented Leadership in German Emergency Departments

Emergency departments (EDs) are high-risk environments for workplace violence. Research into techniques to prevent violence has less frequently explored the influence of leadership. This study aims to analyze the association of leadership with the prevention of violence using the concepts of health-oriented leadership (HoL) and the violence prevention climate (VPC). This quantitative cross-sectional study was conducted through online surveys between November 2021 and March 2022 across Germany. A sample of 370 doctors and nurses working in German EDs were recruited. Perceptions towards VPC and HoL were compared between groups divided according to profession and position using independent t-tests or Mann-Whitney U tests. Separate multiple linear regression models for supervisors and employees analyzed the association between different profiles of HoL with VPC. Supervisors and employees showed significant differences in supervisor staff-care and VPC. Regression analysis demonstrated that supervisors' self-care and employees' assessment of supervisor's staff-care positively predicted all dimensions of VPC. This empirical study provides insights into the variable perceptions of different groups and the association of leadership profiles with the perceptivity of VPC. The results of this study can be used to emphasize the importance of HoL training for both employees and supervisors to improve communication and health-promoting behavior.

Factors Associated with Depression, Anxiety, and Somatic Symptoms among International Salespeople in the Medical Device Industry: A Cross-Sectional Study in China

BACKGROUND

The physical and mental health of corporate employees is equally important, especially for international salespeople in the in vitro diagnostic (IVD) medical device industry. The rapid growth of the IVD market is driven by the increasing prevalence of chronic and infectious diseases. This study aims to determine the prevalence of depression, anxiety, and somatic symptoms among international salespeople in China's IVD industry and identify the association of socio-demographic, occupational, organizational, and psychosocial factors with mental health outcomes for depression, anxiety, and somatic symptoms in Chinese IVD international salespeople.

METHODS

The study was a cross-sectional survey of international salespeople (ISs) in IVD companies officially registered in China. An online survey was designed to collect data through email contact with IVD companies and social media between August 2022 and March 2023. Measured factors included effort-reward imbalance (ERI), health-promoting leadership (HPL), health climate (HC), inner strength (IS), and perceived social support (PSS). Mental health outcomes assessed using the Core Symptom Index (CSI) were depression, anxiety, and somatic symptoms.

RESULTS

A total of 244 salespeople responded to the survey. CSI scores indicated that 18.4% (n = 45) and 10.2% (n = 25) of the respondents had symptoms of major depression and anxiety, respectively. ERI was positively correlated, while the IS and PSS were negatively correlated with major depression, anxiety, and somatic symptoms (p < 0.01). The health climate was negatively correlated with major depression (p < 0.05). Education background was associated with somatic symptoms (p < 0.05). ERI, IS, and gender were significant predictors of major depression, anxiety, and somatic symptoms (p < 0.05).

CONCLUSION

The prevalence of depression and anxiety in China's IVD international salespeople was considered low compared with the prevalence in Chinese populations during COVID-19 but higher than those before the pandemic. Effort-reward imbalance, inner strength, and gender were significant factors in major depression, anxiety, and somatic symptoms among IVD international salespeople.

Organizational health climate as a precondition for health-oriented leadership: expanding the link between leadership and employee well-being

The link between leadership and employee well-being is long established. In particular, health-oriented leadership is discussed as a leadership style specifically promoting employee well-being. However, the preconditions of health-oriented leadership remain largely unexplored. From the perspective of conservation of resources theory, leaders can only provide resources when receiving some themselves. We propose that organizational health climate (OHC) is an important organization-based resource for a health-oriented leadership style. More specifically, we hypothesize that the relationship between OHC and employee job satisfaction and emotional exhaustion is mediated by health-oriented leadership. We thereby differentiate two levels of analysis: a within-team level and a between-team level. We examined 74 teams with 423 employees of childcare centers at three time points, each 6 months apart. By means of multilevel structural equation modeling, we found OHC to be a significant antecedent of health-oriented leadership at the between-team level. The relationship between OHC and employee job satisfaction was mediated by health-oriented leadership at the between-team level, but not at the within-team level. The relationship between OHC and employee exhaustion showed another pattern of relationships at the different levels of analysis, while it was not significantly mediated by health-oriented leadership. This indicates the value of differentiating between levels of analysis. We discuss the implications for theory and practice that can be drawn from our findings.

Shared Leadership for Total Worker Health in the Construction Industry

OBJECTIVE

The purpose of this study is to investigate the organizational, supervisor, team, and individual factors associated with employee and leader perceptions of shared Total Worker Health (TWH) transformational leadership in teams. Methods: We conducted a cross-sectional study with 14 teams across three construction companies. Results: Shared TWH transformational leadership in teams was associated with employees and leaders' perceptions of support from coworkers. Other factors were also associated it, but it differed by position. Conclusions: We found that leaders may be focused on the mechanics of sharing TWH transformational leadership responsibilities and workers may be more focused on their internal cognitive abilities and motivations. Our results suggest the potential ways of promoting shared TWH transformational leadership among construction teams.

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

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.

"Should I Further Engage in Staff Care?": Employees' Disclosure, Leaders' Skills and Goal Conflict as Antecedents of Health-Oriented Leadership

Leaders play a crucial role in employees' health and job satisfaction. When employees show early warning signs that their physical or mental health is at risk, leaders' responsibility gains even more importance. Recent health-specific leadership approaches (health-oriented leadership; HoL) emphasize the importance of leaders ability to perceive employees' warning signals (staff care awareness) to take appropriate action (staff care behavior). However, little is known about the factors facilitating or hindering the transfer from leaders' awareness to concrete behaviors. In an experimental study (N = 91), we examined and manipulated antecedents of staff care behavior: (a) employees' disclosure, (b) leaders' HoL skills, and (c) leaders' goal conflict in a 2 × 2 × 2 mixed factorial design. Employees' disclosure and leaders' skills were positively related to staff care behavior. Leaders' goal conflict was not directly related to staff care behavior but had an indirect effect and diminished the positive relationship between disclosure and staff care behavior. The findings deepen the theoretical understanding of the HoL concept. By studying the influence of employees' disclosure on staff care behavior, our study complements a follower-centered perspective. We provide practical recommendations for workplace health promotion and how leaders' staff care behavior can be fostered.

Health-oriented leadership’s impact on the well-being of healthcare workers: Assessment with a mediated model

. In the face of growing stress in the workplace, employers are particularly interested in management practices focused on maintaining the psychological health of employees. This study examines the effect of the perception of health-oriented leadership (HoL) on the well-being of healthcare workers who have severe psychosocial working conditions in order to increase interest in employee well-being and provide leadership with a central role in this regard. The paper examined psychological wellbeing (PWB), job satisfaction, and life satisfaction together while attempting to determine whether HoL directly and indirectly (via PWB) affected work and life satisfaction based on the JD-R model. The methodological basis of the study was the provisions of the human resource theory management and the theory of leadership. Data was collected from 187 employees (convenience sampling) of a healthcare organization operating in a province in Turkey with the survey technique and analyzed using the SPSS and Smart PLS software. The findings revealed that HoL affects job satisfaction and life satisfaction both directly and through PWB. Therefore, the perception of HoL increased PWB, which in turn increased job satisfaction and life satisfaction. The study ultimately deducted that it was important to exhibit HoL behaviors for employee well-being. Among possible directions for further research could be a longitudinal design of analysis, as well as expanding the sample by including private healthcare organizations and additional locations.

Health-oriented leadership: Antecedents of leaders’ awareness regarding warning signals of emerging depression and burnout

Due to growing demands, there is an increase in depression and burnout causing sickness absence and early retirement. Detecting depression and burnout at an early stage is a crucial task for leaders to allow for early support and prevent more severe illnesses. Within the health-oriented leadership concept, awareness is the ability to recognize followers’ warning signals as a potential health risk. Although it is widely accepted that awareness is a precondition to taking appropriate action, it is yet unclear to what extent leaders recognize the warning signals of followers and which factors facilitate or impede awareness. In an experimental study ( N = 54) and a survey study ( N = 215) we examined antecedents of awareness in followers and leaders: (a) clarity of displayed warning signals in followers, (b) leaders’ stressors, (c) leaders’ autonomy. Even under favorable conditions, only about half of the leaders recognized warning signals as a health risk. Leaders showed lower awareness during times of high stress and low autonomy and when followers displayed less clear warning signals. Autonomy moderated the effect of stress (workload) on awareness, but there was no buffering effect as expected. The findings deepen the theoretical understanding of awareness and suggest that leaders need to know how their awareness may be impeded. We provide practical recommendations for human resource management on how leaders’ awareness can be fostered.

Virtual leadership in relation to employees' mental health, job satisfaction and perceptions of isolation: A scoping review

Background

The significant increase of digital collaboration, driven by the current COVID-19 pandemic, is resulting in changes in working conditions and associated changes in the stress-strain perception of employees. Due to the evident leadership influence on employees' health and well-being in traditional work settings, there is a need to investigate leadership in virtual remote work contexts as well. The objective of this scoping review was to assess the extent and type of evidence concerning virtual leadership in relation to employees' mental health, job satisfaction and perceptions of isolation.

Method

A search was undertaken in five databases, PubMed, Cochrane Library, PsycINFO, PSYNDEX and Web of Science, as well as reference lists of included articles on 9th February 2021 and an update on 28th September 2021. The search strategy was limited to English, German and French language, peer reviewed journal articles published from January 2000 onwards. This scoping review was conducted in accordance with the JBI methodology for scoping reviews. The methodological quality of the included studies was assessed using the JBI critical appraisal tools. A narrative synthesis was conducted.

Results

Nineteen studies met the eligibility criteria for this review. Overarching review findings suggested a positive link between virtual leadership and well-being, job satisfaction, and a negative link to psychological strain, stress and perceptions of isolation of digitally collaborating employees.

Conclusions

By mapping the available evidence on virtual leadership in relation to health and work-related employee outcomes, the review identified many research gaps in terms of content and methodology. Due to limited data, causal relationships were not derived. Future research is needed to examine the complex cause-and-effect relationships of virtual leadership in more detail.

Occupational Therapy Practice Based on New-Generation Information Technology for Employee Emotion Analysis and Management

This work intends to combine neural network technology with occupational therapy to fully acquire employees' emotional information by constructing an effective emotion recognition network. Firstly, the psychological state of employees is discussed from three aspects of leadership narcissism, organizational identification, and the emotional contagion effect, and the corresponding model is implemented. Secondly, based on the convolutional neural network technology, the facial feature recognition and the body feature recognition are combined, and the employees' emotions can be accurately identified by establishing a multilearning emotion recognition network. Finally, a questionnaire survey is carried out on the employees of enterprises in the coastal areas of Zhejiang. Descriptive statistical analysis, reliability and validity analysis, correlation analysis, regression analysis, mediation effect tests, and other methods are used to analyze the questionnaire data. The results reveal that leadership narcissistic organizational identification plays a mediating role in the process of employees' emotional contagion perception affecting employees' psychology. Compared with younger employees, older employees have better psychological quality and mental health. There are also significant differences in emotion and work enthusiasm among employees with different educational backgrounds and positions. Employees' perception of emotional contagion to pretending expressions, indifferent expressions, contempt expressions, and sincere expressions has an obvious positive impact on the psychological impact of other employees. The classification accuracy and regression error rate of the constructed multilearning emotion recognition network are 28.5% and 9.8%, respectively, which can accurately identify the emotional performance of employees. This work helps enterprises better understand the mental health of their employees.

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

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.

High-Performance Work Practices and Employee Wellbeing-Does Health-Oriented Leadership Make a Difference?

This paper sheds further light on the contextual boundaries in the relationship between high-performance work practices (HPWPs) and employee wellbeing. In particular, we analyze whether this relationship is moderated by health-oriented leadership behavior (i.e., staff care) which describes the extent to which leaders value, are aware of, and protect their followers' health at work. Our analyses are based on employee data (N = 1,345) from Germany, covering two points in time. Findings show positive associations between HPWPs and happiness-related (i.e., engagement, commitment) and health-related (i.e., general health, physical health complaints, mental health complaints, strain) wellbeing outcomes. The positive relationship between HPWPs and employee wellbeing is weaker the more employees experience leadership behavior in terms of staff care. Thus, our results provide further evidence for a substitutive or compensatory effect between HRM and leadership.

Do Organizational Health Climates and Leader Health Mindsets Enhance Employees' Work Engagement and Job Crafting Amid the Pandemic?

Although the COVID-19 pandemic has resulted in many health- and stress-related symptoms among employees, surprisingly few studies have assessed the effect of a health-promoting organizational climate or leadership on employee work outcomes. To fill this gap, our research proposed and tested a moderated mediation model involving perceived organizational health climate (POHC), leader health mindset (LHM), work engagement, and job crafting. Our propositions were tested using two-wave data collected from 301 South Korean employees. As predicted, POHC was positively related to employees' job crafting, and this relationship was mediated by work engagement. Moreover, the positive relationship between POHC and work engagement and the indirect effect of POHC on job crafting through work engagement were more pronounced when LHM was high than when it was low. These findings support the job demands-resources model and social exchange theory and have implications for helping employees maintain their work attitudes and behavior in times of crisis.

Exploring Well-being at Work-An Interview Study on How IT Professionals Perceive Their Workplace

The workplace is particularly important for promoting well-being at work and general life satisfaction, as performing a professional activity can be perceived as satisfying and motivating. In addition, employment opens up opportunities for individual development that employees may be perceived as fulfilling. By conducting an interview study with IT professionals of a German medium-sized company, we investigate which factors of the individual work environment are perceived as conducive to the performance of everyday job duties and thus increase well-being at work. Furthermore, we analyze the extent to which participants are satisfied with the implementation of the factors that are important to them, whether socio-demographic differences are relevant, and whether the perception of the work environment has an effect on employees' commitment. Results show that interpersonal factors in particular are considered to be important in everyday working life. About individual factors, a mixed picture emerged, whereby sociodemographic differences play only a minor role. Furthermore, there are indications of a positive relationship between the perception of the work environment and the IT professionals' commitment. In-depth analysis of the employee statements helps to determine which aspects of the work environment should be implemented, developed, or promoted. In the long term, this can support individual learning and development paths and generates a work environment that sustainably promotes employees' well-being at work and fosters long-term employment relationships.