The impact of engaging leadership on performance, attitudes to work and wellbeing at work: A longitudinal study

Abstract

Purpose

The 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/approach

This is a longitudinal empirical investigation, using quantitative methods.

Findings

The 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/value

The 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.

Citation

Alimo‐Metcalfe, B., Alban‐Metcalfe, J., Bradley, M., Mariathasan, J. and Samele, C. (2008), "The impact of engaging leadership on performance, attitudes to work and wellbeing at work: A longitudinal study", Journal of Health Organization and Management, Vol. 22 No. 6, pp. 586-598. https://doi.org/10.1108/14777260810916560