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Article

Business Results and Well-Being: An Engaging Leadership Intervention Study

1
Social, Health and Organizational Psychology, Utrecht University, 3584 CS Utrecht, The Netherlands
2
Research Unit Work Occupational & Organizational Psychology and Professional Learning, KU Leuven, B-3000 Leuven, Belgium
3
Engagement & Productivity, Nyenrode Business Universiteit, 3621 BG Breukelen, The Netherlands
4
Department of Methodology and Statistics, Utrecht University, 3584 CH Utrecht, The Netherlands
*
Author to whom correspondence should be addressed.
Int. J. Environ. Res. Public Health 2020, 17(12), 4515; https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17124515
Received: 6 May 2020 / Revised: 12 June 2020 / Accepted: 20 June 2020 / Published: 23 June 2020
(This article belongs to the Special Issue Workplace Interventions)
The present quasi-experimental study tested the business impact of a leadership development program focusing on psychological well-being through the satisfaction of basic psychological needs. Based on the concept of engaging leadership and self-determination theory, the 8-month program targeted midlevel team leaders of the customer fulfilment center of a health systems multinational organization. The program was designed in co-creation between senior leadership and the team leaders that participated in the program. Outcomes showed positive business results through significant increases in a preselected key performance indicator and decreased employee absenteeism. Through changes in autonomy satisfaction and intrinsic motivation, the team leaders (N = 14) benefitted in a moderate to very large extent relative to a similar control group (N = 52). In contrast, team members (N = 148) displayed no such benefits. Specifically, higher levels of autonomy satisfaction are said to lead to higher levels of psychological well-being and motivation. Still, the link with business performance is absent in most organizational studies within self-determination theory, making the present study one of the first to fill this gap. The study discloses the program design, compares the effects to a relevant control group, evaluates the lessons learned, and provides practical suggestions. View Full-Text
Keywords: co-creation; leadership development; self-determination theory; engaging leadership; intrinsic motivation; absenteeism; well-being co-creation; leadership development; self-determination theory; engaging leadership; intrinsic motivation; absenteeism; well-being
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MDPI and ACS Style

van Tuin, L.; Schaufeli, W.B.; van Rhenen, W.; Kuiper, R.M. Business Results and Well-Being: An Engaging Leadership Intervention Study. Int. J. Environ. Res. Public Health 2020, 17, 4515. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17124515

AMA Style

van Tuin L, Schaufeli WB, van Rhenen W, Kuiper RM. Business Results and Well-Being: An Engaging Leadership Intervention Study. International Journal of Environmental Research and Public Health. 2020; 17(12):4515. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17124515

Chicago/Turabian Style

van Tuin, Lars, Wilmar B. Schaufeli, Willem van Rhenen, and Rebecca M. Kuiper. 2020. "Business Results and Well-Being: An Engaging Leadership Intervention Study" International Journal of Environmental Research and Public Health 17, no. 12: 4515. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph17124515

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